1
FOREWORD
BY
VINCE
VA
CCA
RELLI
NAMAST
E
DIRECTO
R
,
XEROX
BUSINESS
RESEARCH
GROUP
SECRET
S
TO
SUCCESS
AT
W
O
RK
A
story
about
transforming
Individuals
and
Organizations
Jeff
Gero,
Ph.D.
2
NAMAST
E
A
Story
About
Transforming
Secrets
to
Success
at
Work:
Individuals
and
Organizations
Jeff
Gero,
Ph.D.
3
Secrets
to
Success
at
Work:
A
S
t
ory
about
Transforming
Individuals
and
Organizations
Copyright
8
2004
by
Jeff
Gero,
P
h
.D.
This
book
is
a
work
of
fiction.
Any
re
semblance
to
actual
people
or
events
is
coincidental.
All
rights
reserved.
No
part
of
this
book
may
be
reproduced
or
transmitted
in
any
form
or
by
any
means,
electronic
or
mechanical,
including
photocopying,
scanning,
recording
or
by
any
information
sto
r
age
and
retrieval
system,
without
written
permission
from
the
author,
exc
ept
by
a
reviewer
who
wis
hes
to
quote
brief
passages
in
connection
with
a
review
written
for
inclusion
in
a
magazine,
newspaper,
or
other
informational
m
edia.
Proper
credits
required.
Library
of
Congress
C
ontrol
Number:
2004104781
Editor:
Mike
G.
Winick
Design
Consultants:
S
hane
Zuc
k
er
and
Rhonda
Zuck
er
4
Dedic
a
tion
Richard
Aj
athan
Gero
This
book
is
dedicated
to
the
memory
of
who
dedicate
their
lives
to
finding
peace
and
all
the
selfless
individuals
and
assisting
others
in
the
process
of
connecting
with
their
higher
selves
.
Forward
In
recent
years,
there
has
been
a
A
perfect
storm
@
of
intrusive
technology.
For
many,
this
concurrence
of
technology
wit
h
an
uncertain
economy
has
resulted
in
longer
wor
king
hours,
while
earning
less;
or
working
les
s,
while
not
earning
at
all.
A
by-product
of
this
changing
productivity
has
been
increased
stress
on
indiv
i
duals
and
organizations.
Stress
affe
cts
the
health
of
organizations
as
well
as
the
health
of
individuals.
Under
su
ch
stress,
individuals
and
organizations
avoid
more
risks
yet
demand
more
resu
lts,
focusing
more
on
tasks
than
relationships,
attending
more
to
pruning
than
to
nurturing.
Reduction
spirals
and
internal
conflicts
become
inevitable.
Managers
turn
more
to
rule
than
resolution.
Efficiency
over
whelm
s
creativity.
Pessimism
replaces
optimism.
In
effect,
team
spirit
dwindles,
company
spirit
dissipates,
and
the
joy
of
belonging
is
overshadowed
by
the
fear
of
ejection.
C
onsequently,
individu
als
and
organizations
fail
to
grow.
In
an
attempt
to
restore
the
lost
sp
irit,
management
hires
consulta
nts
who
provide
canned
A
team
B
build
ing
@
or
A
personality-profilin
g.
@
Most
i
m
provements
produced
are
artificial
and,
therefore,
superfi
cial.
Reality
of
the
human
spirit
B
a
reality
that
has
trium
phed
over
thousands
of
years
of
adversities,
a
reality
that
has
b
een
undeniable
in
the
face
of
staggering
oppression,
suppression,
and
depression
B
is
overlooked.
The
ability
to
nurture
and
elic
it
the
power
of
human
spirituality
is
a
cherished
gift
both
possessed
and
given
by
those
w
ho
command,
not
demand,
our
devotion
across
our
civilizations
.
Our
spiritual
leaders
who,
unlik
e
our
politic
al
and
business
leaders,
have
inspir
ed
rather
than
conspired.
Secrets
to
Success
at
Work
recognizes
and
appreciates
the
value
of
spiritual
leadership
in
the
workplace.
It
offers
an
allegory
that
can
benefit
those
who
have
been
knowingly
oppressed,
and
those
who
have
been
unknowingly
opposed
to
the
human
spirit,
because
of
ignoranc
e
or
neglect.
Through
the
Namaste
program
it
offers
a
model
of
hope,
as
well
as
a
model
of
behavior
for
those
who
need
one,
or
both.
Taking
time
to
understand
the
meaning
and
pot
ential
applications
of
each
insight
will
enhance
the
benefit
for
the
reader.
Dr.
Gero,
i
n
tegrates
professional
perspecti
ves
with
spiritual
respect
to
offer
new
ways,
that
are
old
way
s
of
doing
things
right,
and
doing
the
right
thi
ngs
in
the
workplace.
The
time
has
come
for
rebal
ancing.
Secrets
to
Success
at
Work
will
transform
the
indiv
i
dual
and
the
organi
zation
through
the
Namaste
Program.
Vince
Vacc
arelli,
Direc
tor
Xerox
Business
Research
Group
5
Preface
I
am
extremely
pleas
ed
to
present
you
this
book.
It
is
a
fictitious
story,
yet
in
contains
kn
owle
dge
from
very
wise
people.
It
is
my
wish
that
it
will
assist
you
in
developing
your
spirituality.
By
c
onnecting
with
the
space
between
thoughts,
and
utiliz
ing
too
l
s
and
techniques
suc
h
as
m
editation,
your
life
can
cha
nge.
Try
reconstructing
yourself
into
the
image
of
how
you
want
to
be,
how
you
want
to
live
your
lif
e,
and
what
that
will
take.
Perhaps
you
will
n
eed
to
develop
the
qualities
of
compassion,
kindness
,
ex
pecting
good
things
to
happen,
releasing
anger
and
jealousy,
or
letting
go
of
judging
and
criticizing
yourself
and
others.
By
changing
yourself,
your
life
will
a
l
so
change.
So
many
people
blame
their
job,
or
boss,
or
fellow
employees
for
being
unhappy.
No
it
=
s
not
the
m
.
It
=
s
you
!
Change
your
mind
and
how
you
interpret
things.
That
=
s
the
only
thing
y
ou
have
control
ov
er.
Stop
thinking
the
thoughts
that
create
and
perpetuate
negative
thinking,
st
ress,
and
unhappiness.
If
your
old
way
of
thinking
isn
=
t
working,
why
continue?
Allow
new
ideas
and
feelings
to
emerge;
take
a
risk
and
free
yourself.
Since
we
s
pend
so
much
time
at
work,
and
develop
ongoing
relationships
there,
it
is
a
good
place
to
cultivate
spiritua
lity
to
inspire
positiv
e
changes.
Managing
people
by
intimidating
and
thr
eatening
them
does
not
work
in
the
end.
Life
can
be
stressful;
we
all
need
suppor
t,
motivation,
and
compa
ssion.
Positive
energy
develops
loyalty
and
incr
eased
produc
tivity.
Negativity
does
the
opposite.
Hopefully
this
parable
will
bec
ome
a
rainbo
w
bridge,
assisting
in
crossing
over
from
feel
ing
lost,
confus
ed,
or
numb,
to
being
totally
present,
inspired,
creative,
positive,
and
in
touch
with
our
spiritual
reality.
This
is
the
perfect
time
to
express
your
spirituality
and
b
e
yourself
at
work.
It
=
s
time
to
change
the
current
corporate
environment
and
those
things
that
don
=
t
work.
That
=
s
your
job
because
we
can
=
t
wait
for
others
to
change.
It
=
s
time
to
r
i
se
above
the
old
ways
of
being
and
stretch
into
new
directions,
which
brings
deeper
value
to
our
lives,
increases
our
productivi
ty,
efficiency,
health
,
ability
to
love,
communicate,
and
especially
to
liv
e
life
joyfully.
If
the
purest
knowledge
is
realized
By
turning
off
the
mind,
Then
I
will
think
less.
If
the
purest
truth
is
experienced
In
the
deepest
silence,
Then
I
will
be
quiet.
If
the
purest
love
heals
,
Then
I
will
be
more
loving.
6
7
Namaste,
--Jeff
Gero
May
w
e
all
see
God
in
each
other.
Acknowledgements
My
first
spiritual
teacher
was
Swami
Satc
hidananda,
whom
I
met
i
n
an
elevator
in
New
York
City
in
1968.
His
spiritual
energy
was
so
bright
that
I
kept
my
head
down,
frightened
to
make
eye
contact,
and
to
experience
his
light.
He
became
the
spiritual
father
I
ne
eded,
to
learn
about
conscious
ness
and
spirituality.
My
own
father
was
a
very
har
d-working
and
dedicated
man,
but
could
not
give
me
what
I
was
seeking.
Swamiji
and
his
st
udents
set
up
the
Integral
Yoga
Institute
on
the
west
side
of
Manhattan,
where
I
firs
t
l
earned
yoga.
A
very
powerful
tool
for
going
inward
and
connecting
with
the
oneness
we
all
share
in
common.
I
took
yoga
classes
and
listened
to
Swamiji
=
s
wisdom.
I
was
initiated
by
Swamiji
and
was
so
profoundly
touched
by
this
anc
ient
practice
of
yoga
that
I
began
teaching
it.
Baba
Hari
Dass
has
been
my
spiritual
guide
fo
r
the
past
thirty
ye
ars.
He
is
an
incredible
teacher
who
teaches
by
being.
When
I
look
into
his
eyes,
A
Nobody
is
home.
@
That
=
s
a
good
thing
because
he
lives
in
the
space
of
spirit,
in
between
the
thoughts,
in
the
oneness.
He
has
been
silent
for
over
fifty
years
and
is
now
in
his
eighties.
When
he
does
physical
wo
rk
no
one
can
keep
up
with
him.
He
is
an
inspiration
and
model
to
live
by.
Richard
Alper,
also
known
as
Baba
Ram
Da
ss,
is
another
important
teacher
i
n
my
life.
I
w
a
s
able
to
relate
to
him
as
a
fellow
Westerner.
His
book
Be
Here
Now
touched
and
inspired
me
on
my
quest
for
hi
gher
knowledge.
One
evening
after
listening
to
him
at
the
Lama
Foundation
in
New
Mexic
o
,
I
left
the
meeting
feeling
as
though
I
were
walk
ing
on
air.
Swami
Rudrananda
and
Swami
Mukteananda
were
also
powerful
teachers.
My
brother,
Richard,
took
me
to
meet
Swami
Rudrananda
at
his
antique
shop
in
Manhattan.
He
made
his
liv
ing
b
y
sellin
g
an
tiques.
Rudi,
the
name
his
students
affectionately
called
him,
asked
me
to
hug
him.
The
next
thing
I
knew
I
was
sitting
on
a
chair
asking,
A
What
happened?
@
He
had
transmitted
spiritual
ener
gy
into
me
called
shakti,
which
made
me
pa
ss
out.
I
later
found
out
that
the
purpose
of
this
experience
is
to
open
spirit
ual
doorways.
Deepak
Chopras
=
books
and
presence
greatly
helped
exp
and
my
spiritual
awareness
.
I
have
learned
metaphysics
from
Lazarus,
Brashar,
and
my
good
friend
Elle.
Since
we
c
r
eate
our
own
reality,
why
not
create
one
that
works?
The
only
reality
we
have
is
the
moment.
W
hat
you
term
physical
reality
is
only
a
dream,
and
in
very
many
ways
is
actually
more
of
a
dr
eam,
than
the
dream
rea
lity.
We
are
all
interconnected,
the
only
constant
in
the
enti
r
e
Universe
is
change,
and
we
attract
to
us
experiences
we
need
to
work
with.
For
the
past
twenty-nine
years
I
have
been
married
to
Chandra,
my
life
teacher,
and
the
most
beautiful
goddess,
both
physica
lly
and
heart-wise.
She
has
taught
me
to
love,
forgive,
give,
get
off
my
trip
s,
dance,
sing,
and
be
joyous.
Most
of
my
8
9
dreams
have
been
materialized
through
our
relationsh
i
p.
My
children
B
Shyama,
Ethan
and
Scotty
B
have
loved
me
and
also
laughed
at
me.
I
am
so
fortunate
to
have
them
in
my
life
and
look
forward
to
sharing
the
ongoing
wonders
of
family
with
them.
10
The
practice
of
meditation
has
been
an
extremely
positive
and
important
aspect
of
my
daily
life
for
the
past
thirty-five
y
ears.
It
breaks
the
stress
cycle
and
more
importantly
connects
me
with
my
spiritual
self.
Through
the
clouds
of
illusions,
there
is
a
space
wher
e
all
is
perfect
and
peaceful.
Nature
refreshes
and
revitalizes
my
weary
being.
It
is
instant
spirituality
and
creativity.
Mike
Winic
k
is
an
outstanding
editor
and
a
pleasure
to
work
with.
Mike
=
s
dedication
to
the
quality
and
completion
of
this
book
has
been
insp
iring.
I
am
greatly
indebted
to
him
for
his
selfless
participation
and
advice.
Many
people
have
supported
me
i
n
so
many
ways,
some
in
life
les
sons,
some
in
conceptualizing
and
completing
this
book.
I
am
forever
grateful
to
you
all:
Lenny,
Carolyn,
David,
Nancy,
Jose,
Ro
salie,
Eleanor,
B.J.,
Barbara,
George,
Vince,
Jim,
Marc,
Tracy,
Jon,
Arti,
Ca
rol,
Lo,
Ki,
Michele,
Shelly,
Alan,
the
Lamms,
Sun,
Mark,
R
honda,
Melany,
Ron,
Peter,
Bob,
Sam
and
my
wise,
ninety
P
year-old
aunt,
Evelyn,
who
says,
A
Life
is
too
short
to
be
angry.
@
My
education
and
practice
of
clinical,
transpersonal,
humanistic,
and
behavioral
psychology
has
helped
me
to
understand
t
he
predicament
of
our
minds.
All
the
previous
methods
I
mentioned
have
taught
me
to
become
aware
of
and
attempt
to
overcome
the
obstacles
and
trappings
of
the
mind
and
ego.
It
is
with
the
greatest
compassion
for
humanity
and
my
desire
to
share
and
reach
people
as
I
have
been
touched,
that
I
present
the
following
words
to
you.
11
Contents
CHAPTE
R
ONE
14
Ganji
Find
s
A
.
J.
14
CHAPTE
R
TWO
18
A.J
.
=
s
Le
sson
on
Jud
ging
18
CHAPTE
R
T
HREE
23
A.J.
Studies
with
Swam
iji
23
CHAPTE
R
FOUR
27
A.J
.
=
S
Twenty-first
Birthd
ay
27
CHAPTE
R
FIVE
32
A.J.
Prepares
to
Leave
the
Ashram
32
CHAPTE
R
SIX
36
A.J
.
Meets
Mr.
Patel
36
CHAPTE
R
SEVEN
43
A.J.
Deal
s
wit
h
Problem
s
a
t
the
Factory
43
CHAPTE
R
EIGHT
48
The
Begin
n
in
g
of
the
NAMASTE
Progra
m
48
CHAPTE
R
NI
NE
53
A.J.
Meets
Robert
53
CHAPTE
R
TEN
59
Robert
Wants
to
Bring
NA
MASTE
to
A
m
eric
a
59
CHAPTE
R
ELEVEN
68
A.J.
Leaves
f
or
San
Di
ego
68
CHAPTE
R
TWELVE
73
The
First
Da
y
at
P.T.
73
C
H
A
P
T
ER
TH
I
R
T
E
EN
80
Sessi
on
On
e
of
NAMASTE:
>
N
=
&
>
A
=
80
CHAPTE
R
FOUTEE
N
85
Sessi
on
T
w
o
of
NAMASTE:
>
M
=
&
>
A
=
85
CHAPTE
R
FIFTEEN
94
Sessi
on
Th
re
e
of
NAMASTE:
>
S
=
&
>
T
=
94
CHAPTE
R
SIXTEEN
105
Sessi
on
Fo
ur
of
NAMASTE:
>
E
=
105
CHAPTE
R
SEVENTEEN
109
Swam
iji
Becom
e
s
Ill
109
CHAPTE
R
EIGHTEE
N
113
A.J.
Make
s
the
Right
Choi
ce
113
PRON
U
NCIA
T
ION
G
U
IDE
115
APPENDIX
116
SPIRITUAL
CHE
CK
LIST
117
TEN
STEPS
TO
IMPROV
E
WORKIN
G
RELATIO
N
SHIPS
118
HOW
TO
CHANGE
A
BELIEF
119
TEN
WAYS
T
O
MASTER
STRESS
120
FROM
STRE
SS
TO
SUCCESS
121
LIFE-STYLE
ASSESSME
N
T
SURVEY
122
12
13
CHAPTER
ONE
NAMAST
E
Is
a
greeting
made
by
bringing
both
palms
together,
in
front
of
the
heart,
and
slightly
bo
wing
the
he
ad
with
the
fee
ling
of
humility.
The
gesture,
and
term
Namaste,
means
that
one
indiv
i
dual
recogni
zes
the
place
in
the
other
where
they
are
one.
14
LEARN
NOT
TO
RESIST
LIFE
=
S
CHANGE
IS
THE
ONLY
CONSTANT
IN
LIFE.
INEVITABL
E
CHANGES
.
CHAPTER
ONE
Ganji
Finds
A.J.
Ganji
(GAH
N-gee)
rose
from
his
bed
at
his
usual
time
of
5:30
in
the
morning.
His
job
was
to
carry
w
a
ter
from
the
river
to
th
e
Sr
i
Rama
Ashram.
The
ashram
cooks
needed
water
early
so
they
could
begin
making
breakfast.
He
walk
ed
along
the
dirt
trail
through
t
he
jungle
to
the
ri
ver,
all
the
while
feeling
aliv
e
and
connected
with
nature.
The
rays
of
the
early
morning
summer
sun
glimmered
through
the
branches
of
the
large
banyan
tree
has
passed
beneath
its
huge
cathedral
arches.
He
perceiv
ed
a
peculiar
inner
feeling
as
he
neared
the
river.
It
was
strange,
as
if
something
almost
predetermi
ned
was
about
to
take
place
in
his
life
that
day.
It
had
a
mystical
feel
to
it,
ye
t
there
was
something
peac
eful
about
it
as
well.
The
warm
breeze
with
its
early
morning
freshness
felt
good
on
his
ageing
face
as
he
passed
a
bush
just
an
arm
=
s
dista
n
ce
to
his
left.
There
was
a
violent
thrashing
of
leaves
from
behind
the
bush,
which
startled
him
(he
was
always
on
the
lookout
for
pythons).
He
quickly
ran
t
he
last
few
yards
to
the
river
where
he
knew
he
would
be
safe:
pythons
are
not
water-loving
creatures.
Ganji
then
waited
to
get
a
glimpse
of
the
deadly
snake
while
he
stood
knee-deep
in
the
water
close
to
the
bank.
A
few
minutes
passed
and
he
did
not
see
any
movement
from
the
pile
of
leaves
.
He
convinc
ed
himself
it
was
probably
just
some
fruit
falling
from
a
nearby
papay
a
tree
and
that
there
was
no
reason
to
be
concerned.
When
his
heart
had
stopped
pounding,
and
he
felt
more
relaxed,
he
stepped
up
on
the
bank
of
the
river
and
decided
he
had
better
hurry
before
the
cooks
sent
someone
out
to
look
for
him
and
his
water.
He
crouche
d
down
by
the
water,
removed
the
bamboo
pole
from
his
shoulders,
and
dipped
both
jars
until
they
were
filled.
He
he
aded
back
up
the
h
ill
for
his
half-mile
walk
to
the
ashram.
As
he
neared
that
same
bush,
he
was
startl
ed
again.
This
time
it
was
from
seeing
a
young
boy,
about
five
or
six
years
old,
standing
in
the
path,
rubbing
the
sleep
out
of
his
eyes
and
pulling
leaves
from
his
messy
head
of
hair.
As
their
eyes
met,
there
was
a
peaceful
si
lence.
Ganji
felt
a
spiritual
connection
that
was
indefinable,
a
fee
ling
that
generally
occurred
onl
y
in
the
presence
of
his
guru.
A
Are
you
God?
@
the
young
boy
innocently
asked.
A
smile
broke
the
depth
of
their
connection.
15
It
was
such
a
profound
question
to
be
coming
fr
om
the
mouth
of
th
is
young
child.
A
No,
I
am
not
God.
But
God
resides
in
each
of
us
in
the
form
of
spirit,
@
said
Ganji.
When
asked
what
he
was
doing
all
by
hims
elf
in
the
dangerous
jungle,
the
boy
replied,
A
Looking
for
God.
@
Ganji
was
concerned
by
the
disheveled
state
of
the
child.
He
suggested
to
the
boy
that
he
follow
him
to
the
ashr
am.
When
they
arrived,
Ganji
asked
one
of
the
caretakers
to
feed,
wash,
and
clot
he
the
boy.
He
was
finally
able
to
empty
his
jars
of
their
heavy
load.
A
bit
later,
Ganji
brought
the
boy
to
meet
S
w
ami
Ramananda
(rah-mah
t
NAN-dah),
the
ashram
=
s
spiritual
guide.
Swamij
i
(SWA-mee-gee),
as
his
disciples
affectionately
knew
him,
was
a
fifty-nine
year
old
man
with
a
long
whit
e
beard
and
long
hair.
In
his
presence
one
sensed
a
dee
ply
spiritual,
peaceful,
and
all-knowing
being.
As
Ganji
and
the
young
boy
entered
the
ashram
hall,
Swamiji
not
i
ced
and
motioned
them
to
come
to
him.
Ganji
and
the
boy
passed
many
people
sitting
cross-legged
on
small
rugs
on
the
floor.
Men
sat
on
the
right
side
of
the
room
and
women
on
the
left.
The
floor
was
made
of
wood,
th
e
walls
and
ceiling
were
made
of
smooth
white
plaster.
Glass
windows
on
eac
h
side
of
the
large
room
were
open
to
let
air
flow
through.
The
fr
agrant
smell
of
i
n
cense
an
d
flowers
filled
the
air.
Candles
burned
on
a
table
beneath
a
large
portrai
t
of
Krishna.
Swamiji
as
ked
the
child,
A
What
is
your
name?
@
A
Ajathan
(ah-JAH-than),
but
I
am
called
A.J.
@
A
Where
are
your
from,
A.J.?
@
A
The
village
of
Naptal,
@
he
said.
Swamiji
as
ked,
A
I
hear
that
you
w
e
re
found
in
the
jungle,
near
the
river.
What
were
you
doing
in
the
jungle
all
alone?
@
A
Looking
for
God,
@
A.J
.
said.
A
Were
you
afraid
of
the
dangerous
animals
while
you
were
there?
@
A
I
saw
many
animals
but
I
was
not
afra
id
of
them
and
t
hey
did
not
bother
me.
Can
you
help
me
find
God?
@
A.J.
asked
.
A
Where
have
you
look
ed
so
far?
@
A
I
looked
for
God
in
my
home,
bu
t
my
parents
could
not
help
me.
16
17
A
Why
not?
@
asked
Swamiji.
A
They
were
too
busy
trying
to
take
ca
re
of
my
ten
brothers
and
sisters.
They
are
very
poor
and
had
no
time
for
me,
@
said,
A.J.
A
I
decided
to
look
somewher
e
else
to
find
God.
I
looked
in
my
village,
but
only
found
people
fille
d
with
anger,
worry,
and
sadness.
So,
I
w
ent
l
ooking
for
him
in
the
jungle.
@
A
Why
did
you
look
in
the
jungle?
@
asked
Swamiji.
A
I
thought
the
jungle
would
be
peacef
ul
and
happy.
I
thought
God
would
live
in
a
place
like
that,
@
said
A.J.
A
But,
while
I
was
wandering
I
became
lost
and
still
had
not
found
him,
but
I
felt
that
I
came
close
to
finding
God
there.
@
Once
again,
A.J.
asked
Swamiji,
A
Can
you
help
me
find
God?
@
A
I
will
help
you
look,
@
said
Swamiji,
A
but
you
have
to
find
him
on
your
own.
The
ashram
is
dedicated
to
spiritual
prac
tices
of
finding
truth
and
uncovering
the
illusions
that
get
in
the
way
of
finding
God.
It
may
take
a
long
time
with
much
devotion
to
studying
scriptures,
to
practici
ng
meditation,
and
ot
her
self-discipline
techniques.
@
He
asked,
A
Would
you
like
to
stay,
work,
and
study
at
the
ashram?
@
Without
hesitation,
A
Yes,
@
came
out
of
little
A.J.
=
s
mouth.
A
Then
you
can
stay.
We
will
sen
d
a
me
ssage
to
your
parents
letting
them
know
wher
e
you
are,
@
Swamiji
said.
He
was
giv
en
more
clothes
to
wear
and
a
room
to
share
with
three
other
boys.
In
addition,
he
received
several
c
hores
to
do
as
he
gradually
settled
in
to
his
new
life
at
the
ashram.
18
WHAT
APPEARS
TO
BE,
IS
NOT,
AND
WHAT
IS
NOT,
APPEARS
TO
BE.
CHA
PTE
R
TWO
A.J.
=
s
Lesson
on
Judging
A.J.
=
s
main
chore
was
to
help
Ganji
ca
rry
wa
ter
from
the
river
to
the
ashram.
Every
day
he
made
three
trips
to
the
river
and
back
carrying
two
medium
r
sized
ceramic
pots
hanging
from
a
bamboo
pole
that
rested
on
his
shoulders.
A.J.
filled
the
pots
with
water
and
walked
the
half-mile
until
he
reached
the
large
wooden
holding
tank
at
the
as
hram
where
he
emptied
them.
His
pots
were
only
half
fully
by
the
time
he
arrived
at
the
holding
tank
while
Ganji
=
s
p
o
ts
were
completely
full.
A.J.
felt
ashamed
but
continued
to
do
his
job.
One
day,
after
several
months
of
carrying
water,
he
sa
t
down
on
the
trail
and
would
not
get
up.
A
I
am
no
good
as
a
water
carrier,
@
A.J.
yelled
angrily.
A
Why
do
you
say
that?
@
asked
Ganji.
A
I
have
only
been
able
to
deliver
half
of
a
pot
of
water
and
this
has
made
you
work
twice
as
hard,
@
said
A.J.
On
their
ne
x
t
trip
to
the
river,
Ganji
felt
emp
a
thy
for
hi
m
so
he
pointed
out
beautiful
flowers
on
both
sides
of
the
path
w
here
A.J.
w
a
lked.
A
Aren
=
t
those
beautiful
flowers?
@
A
Yes,
@
said
A.J.
A
Because
of
you,
we
have
flower
s
here.
One
day
I
went
back
and
planted
seeds
on
the
sides
of
the
path
wher
e
you
were
spilling
water.
Without
you
being
exactly
the
way
you
are,
@
said
Ganji
while
placing
his
hand
on
little
A.J.
=
s
shoulder,
A
there
would
be
no
beautiful
flowers.
We
all
have
flaws
and
inadequacies.
I
turned
yours
into
a
pos
itive
experienc
e.
These
fl
owers
you
water
every
day
are
used
to
decorate
Swamiji
=
s
house,
and
we
even
have
flowers
for
our
spiritual
ceremonies
each
evening.
@
Ganji
said.
A
smile
came
over
A.J.
=
s
face.
During
the
next
five
years,
A.J.
lived
at
the
ashram.
There
he
worked,
went
to
school,
and
studied
yoga,
scriptures,
and
other
disciplines.
Everyone
at
the
ashram
liked
him.
He
was
at
an
age
when
he
wanted
to
be
in
control
of
his
own
life,
he
wanted
to
be
treated
as
an
adult
even
though
he
was
only
elev
en
years
old.
He
was
dete
rmined
and
serious
about
everything
he
did.
Swamiji,
Ganji,
and
his
t
eachers
recognized
these
qualities
in
him
and
respec
ted
them.
19
At
A.J.
=
s
graduation
from
elementary
sc
hool,
Ganji
took
him
aside
to
give
some
A
fatherly
@
advice.
A
I
want
to
congratulate
you
on
completing
your
schooling
to
this
point.
You
still
have
much
to
learn
and
as
you
grow
older
you
will
naturally
take
on
more
responsi
bility,
helping
you
in
your
life.
@
A
Thank
you,
but
how
can
you
tell
me
about
responsibility?
You
are
not
a
swami,
you
are
only
a
water
carrier.
@
A
A.J.,
you
are
quick
to
judge
me
by
w
hat
you
see
me
do.
But
that
is
not
who
I
am.
A
But
you
are
a
water
c
a
rrier.
@
A
That
is
what
I
choose
to
do.
@
A
Why
did
you
choose
to
carry
water?
Why
didn
=
t
you
choose
to
be
a
swami
instead?
@
A.J.
asked.
A
Before
I
c
a
me
to
the
ashram,
@
Ganji
said
as
he
sat
down
on
a
bench
facing
A.J.,
A
I
w
a
s
married
and
had
a
family.
I
had
achieved
worldly
success,
yet
I
was
not
happy.
Somethi
ng
was
missing.
My
wife
passed
away,
my
children
grew
up,
and
I
chose
to
live
at
the
ashram.
Like
you,
I
studied
wit
h
Swamiji,
and
began
learning
higher
wisdom.
You
see,
A.J.,
when
you
judge
me
you
set
yourself
apart
from
me
and
do
not
recognize
the
divinity
in
me.
@
A
I
am
not
judging
you!
All
I
asked
was
>
Why
did
you
cho
s
e
to
be
a
water
carri
er
and
not
a
swami.
=@
Ganji
asked,
A
Should
everyone
be
a
swami?
Who
would
cook?
Who
would
clean?
Who
would
grow
veget
ables?
And
who
would
carry
water?
@
A
I
don
=
t
kno
w
,
@
said
A.J.,
A
but
I
=
m
sure
someone
would.
@
A
Don
=
t
you
see
that
everyone
is
impor
tant?
You
must
recogniz
e
the
divinity
in
everyone,
even
t
he
homeless
beggar
on
the
street.
@
A
What
do
you
mean
when
you
say
divinity?
@
A
Divinity
is
looking
bey
ond
what
seems
obvious
to
your
eyes,
A
Ganji
said.
A
When
you
came
to
the
ashram,
you
were
lookin
g
for
God,
but
you
will
not
find
him
when
you
judge
and
compare.
Peopl
e
are
not
water
carriers
or
swamis.
That
is
only
what
they
do,
and
only
w
hat
you
see.
You
can
go
down
one
road
that
will
bring
you
pea
ce
and
hap
piness,
or
by
judging
and
compa
r
ing,
you
go
down
anot
her
road
that
will
bring
stress
and
sadness.
Do
not
be
quick
to
judge
unless
you
are
willing
to
go
down
that
other
road.
@
20
21
A
You
are
wise
like
Swamiji.
@
A.J
.
said.
A
I
will
remember
you
r
lesson.
@
Ganji
pranamed
(pra_NA
M-ed).
This
custom
of
putting
both
hands
together
and
bowing
symbolizes
the
recognit
i
on
of
the
Divine
in
others.
A
It
is
a
hard
lesson
to
learn
that
comparing
people
is
always
a
form
of
judgment.
@
A
I
was
not
aware
that
comparing
you
to
Swamiji
was
a
way
of
judging
you
.
I
will
be
careful
not
to
compare
people
with
eac
h
other
again.
Thank
you
for
teaching
this
to
me.
This
time
I
will
remember
your
lesson.
@
22
JOY,
HAPPINESS,
ARE
ONLY
AND
E
XCI
TEMENT
ONE
THOUGHT
AWAY.
23
WITH
FAITH,
DEVOTION,
AND
GRACE
SUCCESS
WILL
FOLLOW.
WHEN
THE
GURU
P
OINTS
THE
WAY
THE
ST
UDENT
=
S
WORK
BEGINS.
CHA
PTE
R
THRE
E
A.J.
Studies
with
Swamiji
A.J.
studied
privately
with
Swamiji
for
an
hour
and
a
half
each
day.
His
disc
iplines
included
meditating
for
up
to
three
hours
a
day,
reading
scriptures,
and
discus
sing
yoga
philos
ophy.
Swamiji
told
him
that
yoga
practice
is
intended
to
purify
the
body
and
to
hel
p
the
mind
transcend
its
limits.
One
might
say
the
mind
ha
s
a
mind
of
its
own,
untrained
like
a
wild
jack
al,
unwillin
g
to
be
contained,
and
chaotically
active.
We
must
rain
our
minds
so
they
do
not
control
us.
Perfecting
this
state
is
ca
lled
enlightenment.
A.
J.
was
a
good
student
with
a
strong
desire
to
l
earn.
He
paid
clos
e
attention
to
Swamiji
=
s
words
and
enthusiastically
practiced
his
les
sons.
A.J.
=
s
new
ashram
job
was
to
work
in
the
kitchen
washing
pots,
cups,
and
dishes,
which
he
did
not
like
at
first.
He
noticed
the
cooks
chanted
the
Hindu
names
of
God
while
preparing
the
food.
He
c
hanted
along
with
them
and
soon
found
his
mind
had
changed
from
feeling
sorry
for
himself
to
feeling
happy.
It
did
not
matter
what
he
was
doing
as
l
ong
as
he
focused
his
mind
on
something
spiritual
or
positive.
As
his
attitude
c
hanged,
his
productivity
increased
with
eac
h
new
job.
Over
the
year
s,
Mr.
Gupta
(GOOP-dah),
t
he
ashram
administrator,
noticed
how
A.J.
=
s
atti
tude
toward
work
was
improving
and
saw
that
others
w
e
re
being
motiv
a
ted
by
his
new
behav
ior.
A
A.J.
was
given
a
variety
of
adminis
trative
positions
and
excelled
at
each
one.
He
had
a
special
quality
in
training
people
to
do
their
jobs.
People
lov
ed
learning
from
him
because
he
was
co
mpassionate,
honest,
open,
and
he
was
a
good
communicator.
Mr.
Gupta
became
easily
agitated
during
one
of
hi
s
weekly
administrative
meeting
with
Chandra
(SHAN-
dra),
his
secretary;
Pu
rusha
(pah-ROO-sha),
the
manager
of
food
and
cooking;
and
A.J.
It
happened
when
Mr.
Gupta
=
s
pen
ran
out
of
ink,
and
his
tea
wa
s
not
hot
enough
which
made
him
upset.
It
was
obvious
to
A.J.
that
something
was
bothering
him.
When
the
meeting
was
over
and
everyone
had
gone,
A.J.
asked,
A
What
is
wrong?
For
several
days
you
have
been
acting
in
a
way
that
is
unlik
e
your
normal
self.
@
Mr.
Gupta
said,
A
I
have
been
dealing
with
so
many
incompetent
people
recently
I
am
afraid
they
will
not
be
abl
e
to
carry
on
effectively
after
I
retire.
@
A
Retire?
@
A
I
had
a
meeting
with
Swamiji
earlier
this
week,
and
he
asked
me
to
retire,
@
said
Mr
.
Gupta.
A
Ah
ha,
now
I
understand
why
you
are
so
upset.
Last
w
eek
you
we
re
praising
ev
eryone
on
their
abilities
24
25
and
this
week
you
are
calling
ever
yone
incom
petent.
Mr.
Gupta,
the
people
didn
=
t
change.
What
does
retirement
mean
to
you?
@
In
the
silence,
Mr.
Gupta
placed
his
head
in
his
hands
looking
down
at
the
floor.
He
sl
owly
shook
his
head
as
if
to
say
A
I
don
=
t
kno
w
.
@
He
was
worried
about
what
the
future
might
hold.
A.J.
sensed
his
confusion
and
fear
.
With
compassion
he
said,
A
Swamiji
opened
a
door
of
opportunity
for
you.
@
Mr.
Gupta
l
ooked
up,
A
How
is
that
possible
?
@
A
Perhaps
y
ou
will
hav
e
more
time
for
meditation,
doing
the
things
you
haven
=
t
had
time
for,
and
being
of
service
to
the
ashram
in
a
different
way,
@
A.J.
said.
A
Each
moment
we
have
the
ability
to
go
down
a
road
with
our
thoughts
that
will
cause
joy
and
happiness
or
pain
and
so
r
r
ow.
The
unknown
is
causing
you
anxiety.
The
truth
of
it
is
we
all
must
become
comfortable
living
in
and
learn
i
ng
to
find
joy
i
n
the
unknown.
Also,
you
must
trust
in
the
process
of
life
and
not
fear
it.
@
There
was
another
pause
of
silence
while
Mr.
Gupta
thought
about
A.J.
=
s
insig
hts.
A
slight
smile
came
to
his
face.
A
You
are
wise
for
someone
of
your
years.
Thank
you
for
helping
me
understand
that
it
is
my
th
inking
that
is
the
problem
and
not
other
people.
@
When
it
came
time
for
Mr.
Gupta
to
retire,
A.J.
was
asked
to
become
the
ashram
administrator.
His
duties
were
quite
extensive,
ranging
from
purchasing
provisions
to
managing
all
the
ashram
=
s
thirty
employees.
Along
with
added
ashr
am
responsibilitie
s,
A.J.
continued
to
study,
and
to
do
his
yoga
and
meditation
practices.
He
also
continued
to
gain
deep
spiritual
knowledge
from
his
pri
vate
meetings
with
Swamiji.
26
BEING
GRATEF
UL
FORT
WHAT
YOU
HAVE
WILL
BRING
CONTENTMENT
AND
PEACE
OF
MIND
27
AND
A
N
OPPORTUNITY
FEAR
IS
A
CHALLENGE
TO
MOVE
THROUGH.
CHA
PTE
R
FOUR
A.J.
=
S
Twenty-first
Birthday
On
A.J.
=
s
twenty-first
birthday,
Swamiji
ask
ed
him
to
come
to
his
quarters
after
work.
When
he
arrived
and
was
seated
in
front
of
Swam
iji
he
was
asked,
A
Have
you
found
God
yet?
@
A
Yes,
@
A.J.
answered.
A
I
have
experienced
God
deep
inside
of
myself
and
in
everyone
and
everything.
When
I
meet
a
person,
I
recogniz
e
the
place
in
us
where
we
are
one.
That
is
God.
When
I
stopped
look
ing
so
hard
and
began
living
in
the
moment,
I
experienced
an
extrem
ely
peaceful
feeling.
That
is
God.
My
mind
and
senses
stopped
functioning
and
I
became
merged
in
this
infinite
light.
That
also
is
God.
It
was
as
if
I
were
a
drop
of
water
becoming
a
steam,
then
a
river,
finally
merging
into
an
oc
ean
of
bliss.
This
state
is
beyond
the
description
of
words
and
can
only
be
experienced
deep
within
the
soul.
@
Swamiji
felt
that
A.J.
had
complet
ed
his
formal
spiritual
training
and
decided
to
perform
a
ri
tual
to
initia
te
him
as
a
Swami.
Swamiji
as
ked
A.J.,
A
Sit
down
and
mediate
while
I
complete
my
preparation.
@
He
lit
several
candles
and
poured
water
into
a
small
brass
cup
then
sat
cross-legged
facing
A.
J.
The
ar
oma
of
increase
perm
eated
the
room
and
colorful
fragrant
flowers
were
a
feast
to
the
eyes.
Swamiji
chanted
Hindu
words
and
splashed
water
in
several
directions.
The
cold
wat
e
r
hitting
A.J.
=
s
eyelids
startled
him,
and
his
eyes
opened
quickly.
Swamiji
then
went
over
a
list
of
vows,
or
guidelines,
that
A.J.
had
to
abide
by
in
order
to
become
a
sw
ami.
The
list
included
the
vow
of
selfless
service,
humility,
honesty,
non-judgmentalness,
compassion
toward
all
bein
g
s,
nonviolenc
e,
chastity
,
and
several
others.
Swamiji
gave
A.J.
the
name
Swami
Shanthi
ananda
(shan-tee-ah-NAN
a
dah),
which
means
peace
and
bliss.
Swami
Shanthiananda
or
Swami
S.
as
he
was
called,
began
teaching
young
students
what
he
had
l
earned
from
Sw
amiji.
After
several
months
of
being
the
ashram
a
d
ministrator,
A.
J.
found
that
his
new
responsibilities
were
negatively
affe
cting
his
mediation
practice.
At
the
end
of
each
day
he
was
feeling
tired,
and
his
mind
was
cluttered
with
work
thoughts.
When
he
sat
down
to
mediate,
he
could
not
concentrate.
He
felt
like
he
was
losing
his
connection
with
G
od
and
was
becoming
depressed.
His
mental
state
was
affecting
his
work
and
he
was
making
poor
business
decisions
regarding
the
ashram
and
its
employees.
He
went
to
Swamiji
=
s
quarters
and
said
28
he
felt
he
needed
to
give
up
his
position
as
ashram
administrator
so
he
could
regain
his
peaceful
way
of
life
again.
Swamiji
said
he
would
not
let
him
resi
gn.
Instead,
he
was
to
look
at
and
understand
how
his
behavior
and
attit
ude
had
contributed
to
his
problem.
Swamiji
suggested
he
find
ways
to
balance
his
life
so
he
could
continue
to
be
productive.
Totally
frustrated,
A
.
J.
thought
of
leaving
the
ashr
am
altogether.
H
e
went
back
to
his
room
and
meditated.
He
decided
to
take
the
next
day
off
to
plan
how
to
change
his
life.
He
began
by
taking
ow
nership
of
his
behavior
rather
than
blaming
his
job.
He
divided
his
life
into
three
categories:
Work
,
Personal
,
and
Spirit
ual
.
Next,
he
listed
all
of
his
work
duties
and
decided
whic
h
ones
could
be
delegated.
Perhaps,
more
importantly,
he
looked
at
himself
and
realized
he
was
feeding
his
ego
and
sense
of
power
by
attempting
to
single-handedly
do
as
much
as
he
could
as
fast
as
he
could.
This
behavio
r
did
not
serve
him
or
anyone,
but
rather
led
to
his
burning
out.
During
his
meditation,
a
wonder
ful
realization
occurred.
Why
not
make
work
a
type
of
m
editation?
I
will
find
an
inner
-space
whe
r
e
I
feel
balanced,
then
when
I
feel
myself
pus
hing
too
ha
rd
or
not
hard
enough,
I
will
take
a
deep
breath
and
return
to
this
place.
Being
in
balanc
e
is
at
least
as
important,
or
perhaps
more
im
portant,
than
getting
the
job
done.
He
was
excited
to
be
finding
solutions
to
his
problems.
He
really
didn
=
t
want
to
give
up
his
position
or
leave
the
ashram.
A.J.
realized
he
had
become
much
too
serious
and
consumed
by
his
work
responsibilities,
and
had
to
bring
more
fun
a
nd
joy
into
his
personal
life.
A
smile
came
across
his
face
as
he
realiz
ed
he
could
get
a
picture
of
the
l
a
ughing
Buddha
and
put
it
on
his
desk.
Then,
whenever
he
found
himself
being
too
serious,
he
would
look
at
it
and
have
a
deep
laugh
hims
elf.
This
idea
brought
to
mind
a
nursery
rhyme
he
learned.
An
American
couple
vis
i
ted
the
ashram
one
summer
and
gave
him
a
book
of
rhymes
including
A
Row,
Row,
Row
Your
Boat,
A
which
he
now
decided
to
use
as
a
mantra.
Row,
row,
row
your
boat
Gently
down
the
stream
.
Merrily,
m
e
rrily,
m
e
rrily,
m
e
rrily,
Life
is
but
a
dream
.
29
He
was
eager
to
tell
Swamiji
about
his
realizations,
so
he
made
an
appointment.
While
he
was
waiting
to
s
ee
him,
he
sat
outside
under
a
large
shad
tree
listening
to
the
birds
chirping
and
soak
ing
in
the
peaceful
feelings
of
the
ashram.
S
hakti
(SHOK-tee),
Swamiji
=
s
secretary,
came
outside
to
get
him
a
n
d
walked
him
into
the
meeting
room.
Swamiji
signaled
his
student
to
sit
down,
and
the
two
sw
amis
faced
each
other,
sitting
on
the
rug
in
a
cross-legged
position.
A.J.
said,
A
The
stress
I
had
being
feeling
has
now
become
a
positive
experience.
@
A
Tell
me
ho
w,
@
asked
Swamiji.
A
I
am
learning
to
treat
life
as
if
it
w
e
re
a
dream.
In
fact,
I
want
to
tell
you
about
my
new
mantra.
@
After
hearing
the
poem,
Swamiji
said,
A
It
is
i
n
understanding
your
self
as
a
person
and
seeing
through
the
illusions
of
life
that
will
allo
w
you
to
make
the
necessary
changes
to
create
more
joy
and
less
suffering.
A
Your
realit
y
is
based
on
your
belief
syst
em,
which
dictates
your
e
m
otions
and
behav
ior.
When
you
came
to
me,
y
ou
w
e
re
out
of
balance.
Do
you
understand
what
belief
s
caused
his
sit
uation,
which
bec
ame
an
opportunity
to
change
your
beliefs?
@
A
I
didn
=
t
then,
but
I
do
now,
@
A.J.
said.
A
Understand
that
your
discomfort
was
simply
a
part
of
the
process,
@
said
Swamiji.
A
Do
not
judge
it
as
good
or
bad
or
an
interruption
or
a
problem.
Your
discomfort
i
s
a
friend
bringing
you
a
mess
age.
If
you
reject
he
message,
it
will
come
back
again
and
again.
A
Pleas
e
remember
that
you
are
never
off
your
path
because
you
are
never
on
a
path.
You
are
unique
and
t
herefore
you
are
the
path.
Every
si
tuation
in
lif
e
is
basica
lly
neutral.
How
you
inte
rpre
t
it
will
determine
its
effect
on
you.
@
A.J.
took
it
all
in
and
then
said,
A
I
had
felt
it
was
more
important
to
get
the
job
done
than
it
was
to
stay
balanced.
Then,
because
I
was
uncomfortable,
I
wanted
to
quit.
Yes,
I
made
a
decision
bas
ed
on
my
desperation,
yet
I
know
the
best
decisions
are
always
made
from
inspiration.
Swamiji
added
that
the
physi
cal
reality
(stress
or
bal
ance)
is
just
a
mirror
of
what
is
going
on
ins
i
de.
A
Change
what
is
going
on
in
side
of
you
(your
beliefs,
anger,
fear,
worry,
and
blame)
and
things
will
change
outside
of
you.
This
is
30
31
accomplished
by
taking
responsibility
for
creating
each
situation
and
then
learning
from
them.
@
Both
swamis
sat
in
the
stillness
of
t
he
moment
and
mediated.
The
silenc
e
was
powerful.
32
FROM
INSPIRATION,
MAKE
DECISIONS
NOT
DEPE
RATION.
33
FACE
YOUR
FEAR
AND
IT
WILL
DISAPPEAR
.
CHAPTER
FIVE
A.J.
Prepares
to
Leave
the
Ashram
A.J.
continued
managing
the
ashram
fo
r
the
next
two
years.
He
rarely
came
out
of
balance
and
used
his
work
in
developing
his
spiritualit
y,
his
growth,
and
in
bec
oming
more
self-aware.
He
solved
a
wide
v
a
riety
of
work
problems
every
day
and
becam
e
an
excellent
adminis
tr
ator.
He
was
liked
and
respected
by
fellow
employees
and
vendors
for
being
clear,
fair,
and
appreciative.
One
day
Swamiji
asked
A.J.
to
come
to
his
quarters.
A
Thank
you
for
the
excellent
job
you
have
done,
@
he
said,
A
I
know
that
running
the
ashram
can
be
a
difficult
job,
as
I
managed
this
ashram
many
year
sago.
You
have
excelled
in
your
position.
A
I
feel
that
now
it
=
s
time
for
you
to
leave
the
ashram,
and
take
what
you
have
learned
out
into
the
everyday
world.
Some
people
call
it
the
real
world.
I
call
it
the
illusionary
world
because
people
think
that
material
things
will
bring
them
happiness.
A
I
have
arranged
for
you
to
manage
an
in
cense
factory
in
Delhi
that
belongs
to
one
of
my
disciples.
@
A.J.
felt
like
the
breath
was
k
nock
ed
out
of
his
chest;
he
couldn
=
t
find
words
to
m
a
tch
his
shock.
After
a
moment
of
silence
he
said.
A
I
c
a
n
=
t
believe
this,
my
life
is
here.
I
want
to
become
a
spiritual
teacher
like
you.
Is
this
what
I
deserve
for
being
of
service
to
you
for
all
of
these
years?
@
Swamiji
did
not
say
a
word.
He
simply
looke
d
into
A.J.
=
s
eyes,
refl
ecting
love
and
ac
ceptance
of
his
confused
and
agi
t
a
ted
state
of
mi
nd.
S
w
amiji
then
said,
A
Why
do
you
think
this
is
such
a
difficult
thing?
@
A.J.
thought
about
it,
then
replied,
A
Because
I
did
not
plan
for
this.
It
is
unexpected.
I
am
good
at
counseling
other
people
w
hen
similar
situations
happen
to
them
but
I
am
not
prepared
fo
r
it
to
happen
to
me.
My
emotions
overtook
me,
and
I
felt
my
whole
world
being
destroyed.
@
A
Do
not
los
e
your
peace
because
of
change;
embrace
change,
@
Swamiji
said.
A
Face
your
fear
and
it
will
disappear.
Turn
your
resistance
into
an
opportunity
to
free
yourself
of
old
pattern
s,
and
see
it
as
a
challenge
to
create
yourself
anew.
Your
knowledge
o
f
spir
itual
values
will
g
uide
you
in
your
decision-making.
You
r
brilliance
will
becom
e
a
model
for
others
to
lead
by.
My
blessings
are
with
you,
my
son."
A
Do
not
tell
anyone
you
are
a
swami
B
so
you
will
be
accepted
as
a
manager
B
but
never
forget
that
you
ar
e
Swami
Shanthiananda.
May
your
journey
bring
you
clos
er
to
God,
and
may
his
light
shine
through
your
work.
@
34
A.J.
went
back
to
his
room
and
m
ade
preparations
to
leave
Sri
Rama
Ashram.
H
e
cut
his
hair,
and
went
ba
ck
to
using
the
name
A.J.
H
e
felt
distressed
over
leaving
the
ashram
,
which
had
been
his
home
for
the
past
eighteen
y
ears,
but
he
respected
his
teacher
=
s
directi
o
n
and
accepted
his
own
destiny.
Everyone
at
the
ashram
was
sad
to
s
ee
A.J.
leave.
The
evening
before
he
departed,
a
party
was
given
in
the
meeti
ng
room
in
hi
s
honor.
Ganji,
Swamiji,
and
all
of
A.J.
=
s
friends
showed
how
much
they
ca
red
by
giving
him
small
statues
of
Hindu
deities
and
clothing
he
could
use
in
the
city.
They
also
expressed
their
love
and
respect
for
hi
m.
Swamiji
took
him
aside
and
told
him
what
he
could
expect
in
the
city.
He
was
sad
to
see
his
favorite
student
leave,
yet
he
hid
it
well.
A
Each
day
you
will
learn
lessons,
some
you
may
like
and
some
you
may
not
like,
@
said
Swamiji.
A
But,
remember,
there
are
no
mistakes,
onl
y
lessons.
Your
mistakes
are
as
important
as
your
successes.
You
hav
e
all
the
tools
for
being
a
great
teacher.
Utiliz
e
what
you
have
learned
here
and
integ
r
ate
it
into
your
work.
That
is
your
mission.
@
Then
Ganji
took
A.J.
=
s
hand
and
asked
if
he
remembered
the
day
when
they
were
carrying
water
and
A.J.
asked
him
why
he
carried
water.
A
Remember,
I
answered
>
to
serve
God.
=
Did
you
unders
t
and
my
answer?
@
A
No,
at
the
time
I
didn
=
t,
@
A.J
.
said.
Ganji
continued.
A
Our
missions
are
similar.
Let
me
explain.
When
your
goal
is
to
be
of
service
to
humanity,
all
of
your
actions
are
selfless,
which
means
the
mind
is
focused
on
devotion,
not
on
self
-
g
ratification
or
feeding
the
ego.
A
s
you
serve
others,
you
are
serving
God
and
all
of
your
actions
bec
ome
motivated
by
the
spiritual
ideals.
A
If
you
think
of
your
new
job
from
t
he
perspective,
you
will
become
fulfilled
in
life
and
become
a
model
for
others.
Your
li
fe
=
s
work
is
to
discover
your
true
self
and
now
you
have
the
opportunity
to
accomplish
that
through
your
job.
A
A
long
time
ago
I
ran
a
company
and
made
many
mistakes.
I
wish
I
could
have
learned
the
wisdom
I
shared
wit
h
you
before
I
went
into
business.
Unfortunately,
society
does
things
backw
ards
and
focuses
more
on
power
and
material
gains
than
on
spiritual
devel
opment
and
being
of
service
to
others.
A
I
wish
you
much
success,
my
son.
May
the
long-time
sun
shine
upon
you,
all
lov
e
surround
you,
and
the
pure
light
within
you
guide
you
home.
@
Ganji
and
A.J.
embraced.
Tear
s
of
love
flowed
down
each
man
=
s
face.
35
36
BE
IF
YOU
WANT
MORE
LOVE,
MORE
LOVING
37
IT
IS
THROUGH
OUR
THOUGHTS
THOUGHT
S
ARE
NO
T
REALITY.
THAT
WE
CREATE
REALITY.
CHAPTER
SIX
A.J.
Meets
Mr.
Patel
The
next
morning
a
car
was
waiting
for
A.J.
The
owner
of
the
factory
had
sent
his
driver,
Manu
(mah-NEW),
to
pi
ck
him
up
and
bring
him
back
to
Delhi.
Dressed
in
his
new
suit,
he
didn
=
t
look
lik
e
a
swami
any
more,
but
a
handsome
twenty-four-year-old
man.
Lus
h
jungle
and
small
villages
were
common
sites
along
the
bumpy,
winding
dirt
road
leading
over
the
mountain
to
the
main
highway.
Manu
was
quite
talkative.
He
told
A.
J.
about
his
whole
life
and
everything
he
could
think
of
regarding
the
inc
ense
factory
and
the
owner,
Mr.
Rajesh
Patel
(ra-JESH,
pah-TELL).
After
several
hours
on
the
highway
they
stopped
at
a
small
café
for
lunch.
There,
Manu
warned
A.J.
about
pi
ckpo
ckets
and
thieves
that
frequented
the
area.
A.J.
told
Manu
a
riddle
that
Swamiji
had
told
him.
A
What
does
a
pickpocket
see
when
he
meets
a
saint?
@
A
I
don
=
t
kno
w
,
@
said
Manu.
A.J.
replied,
A
His
pockets.
@
Manu
laughed.
After
lunch,
they
were
back
on
the
hi
ghway.
It
took
another
three
hours
before
they
arrived
at
their
destination.
Mr
Patel
greeted
them
as
they
arrived
at
his
large
gated
estate.
He
put
his
hands
together
in
a
pranam
position
and
bowed
slightly
toward
A.J.
and
Manu.
He
was
a
short
round
man
with
a
big
mustache.
A.J.
had
met
Mr.
Patel
several
times
in
the
past,
as
he
had
known
Swamiji
for
many
years
and
had
visited
the
ashram
on
special
occasions.
Mr.
Patel
asked,
A
Would
you
like
to
rest
or
be
shown
around?
@
A
I
would
lik
e
to
see
my
quarters
first
and
then
the
factory.
Is
that
the
factory
through
the
trees
over
there?
@
asked
A.J.
A
Yes,
it
is
a
short
distance
to
walk.
Come,
follow
me
and
I
will
show
you
your
cottage.
It
is
just
behind
my
home.
@
A.J.
took
a
quick
look
around
his
new
home,
laid
his
suitcase
on
the
bed,
then
he
and
Mr.
Patel
left
to
see
the
factory.
38
A
How
did
you
become
the
owner
of
such
a
large
factory?
@
A.
J.
ask
e
d.
A
Many
years
ago
I
was
a
spiritual
seeker
living
in
the
jungle,
mediating,
and
studying
spiritual
scriptures,
@
said
Mr.
Pa
tel.
A
I
was
content
and
peaceful.
One
day
I
met
Swamiji
as
he
was
on
pilg
rim
age
traveling
through
the
jungle.
I
listend
to
his
teachings
and
felt
a
str
ong
spiritual
connec
tion
with
him.
He
gave
me
a
copy
of
the
Bhagavad-Gita
(bah-gah-
vad-GEE-tah),
which
I
studied
daily.
I
grew
to
love
this
book
and
becam
e
dependent
on
reviewing
its
teachings.
A
One
morning
I
awoke
and
found
that
mice
had
chewed
the
edges
of
my
book.
I
decided
to
go
into
the
village
to
purchase
a
cat
to
keep
the
mice
away.
Once
I
had
the
cat
I
re
alized
I
needed
milk
to
fee
it,
so
I
bought
a
cow.
A
Before
I
knew
it
I
became
so
busy
ta
king
care
of
the
animals
that
I
had
much
less
time
to
meditate
and
study.
So
I
decided
to
find
a
wife
to
have
someone
help
me
with
the
chores.
I
soon
realized
I
needed
to
build
a
new
house,
as
my
wife
became
pregnant."
A
Then
I
needed
to
earn
more
money
as
my
family
grew,
so
we
moved
closer
to
the
city.
I
worked
for
an
old
man
who
hand
made
incense
for
a
living.
I
worked
for
him
for
several
years.
With
all
the
money
I
saved
I
opened
a
restaurant.
A
When
I
heard
that
the
ol
d
man
died
I
came
back
and
bought
the
business
from
his
wife.
Over
the
years
it
grew
in
to
Superior
Incense.
I
contemplated
how
all
this
happened
and
realized
it
was
becau
se
of
this
one
book.
So,
A.J.
be
careful
what
you
become
attached
to
and
choose
your
life
goals
carefully.
@
A.J.
smiled.
He
was
not
sure
how
much
of
the
story
was
true
as
he
had
been
warned
of
Mr.
P
a
tel
=
s
storytelling
by
Manu,
the
driver.
He
did
understand
the
lesson
and
said,
A
That
=
s
an
interesting
story.
There
are
no
mi
stakes,
and
I
will
not
fall
into
the
sa
me
trap.
@
They
reached
the
factory,
which
was
closed,
as
it
was
Sunday.
Mr.
Patel
took
out
his
keys
and
opened
the
door.
They
proceeded
to
A.J.
=
s
new
office
and
then
toured
the
factory.
A
You
have
developed
such
a
huge
factor
y
wi
th
all
this
sophisticate
d
machinery,
it
is
impressive,
@
A.J.
said.
Putting
his
arm
on
A.J.
=
s
shoulder
Mr.
Patel
said,
A
Don
=
t
worry,
A.J
.
,
you
will
not
have
to
manage
these
machines.
It
w
ill
be
the
pe
ople
wh
o
will
be
your
biggest
challenge.
@
A.J.
smiled,
A
I
am
looking
forward
to
it.
@
The
two
men
completed
the
tour
by
visiting
Mr.
Patel
=
s
office.
39
A
Do
you
have
any
questions
@
Mr.
Patel
asked,
as
he
sat
down
in
his
plush
easy
chair.
A.J.
sat
on
the
couch
ac
ross
from
him
and
said,
A
Yes,
what
is
your
management
philosophy?
@
Mr.
Patel
paused
for
a
moment,
collected
his
thoughts
then
said
A
Good
question.
I
see
all
the
workers
here
as
part
of
our
family.
We
advocate
partnership,
support,
and
selfless
service
benefiting
the
whole,
which
is
the
company.
A
sense
of
family
would
be
est
ablished
by
working,
playing,
learnin
g
,
meditating,
and
eating
together.
A
If
someone
gets
hurt
or
becomes
ill,
we
wo
uld
take
care
of
that
person.
Each
work
er
would
share
in
the
monetary
success
or
fa
ilure
of
the
company.
Each
work
er
would
work
for
the
good
of
the
company
and
the
company
would
work
for
the
good
of
the
worker.
A
Since
our
workers
are
here
from
eight
to
ten
hours
a
day,
half
of
their
waking
hours,
I
feel
it
is
important
to
provide
technical
and
self-awareness
training
for
them
to
grow
professionally,
personally,
and
s
p
iritually.
It
is
my
goal
to
create
an
organizat
i
on
that
works
togethe
r
to
not
only
get
the
job
done,
but
to
also
create
an
openness
of
the
heart
with
cooperation
Y@
A.J.
interrupted,
A
I
totally
agree
with
your
philosophy.
That
is
how
I
ran
things
at
the
ashram.
@
A
Very
good,
very
good,
@
replied
Mr.
Patel.
He
continued,
A
I
also
b
e
lieve
that
compromise
will
enhance
the
spirit
I
am
trying
to
achieve
at
Superior
Incense.
Swamiji
had
so
many
good
thi
ngs
to
say
about
you.
Thank
you
for
coming
her,
A.J.
I
want
you
to
feel
as
though
you
work
for
yourself,
that
you
are
the
owner
of
your
department
and
shoul
d
work
and
make
decisions
based
on
that
fact.
I
am
happy
you
are
here.
@
A
Thank
you,
I
am
happy
to
be
here,
@
replied
A.J.
Both
men
sat
in
silenc
e
for
a
few
mi
nutes
connecting
on
a
deeper
level.
They
were
comfortable
bathing
themselves
in
the
moment
and
not
having
to
say
a
word.
The
next
day,
Mr.
Patel
introduc
ed
A.J.
to
each
worker
while
they
walked
around
the
factory.
Each
time
A.J.
met
a
new
worker,
they
pranamed
each
other
and
said
A
Namaste.
@
A.J.
liked
this
spiritual
greeting
bec
ause
it
seemingly
c
u
t
through
what
a
person
thought
or
looked
like.
It
transcended
their
job
ti
tles
and
went
directly
to
recognizing
the
divinity
in
each
other.
He
felt
that
arguments
could
be
avoided
by
incorporating
this
respectful
approach
into
daily
life.
40
A.J.
remembered
an
ancient
sayi
ng
that
Swamiji
used
to
repeat.
A
WORK
IS
LOVE
EXPRESSED
T
O
THE
WORLD
@
Finally,
after
being
introduced
to
each
of
the
workers.
A.J.
arrived
back
at
his
office,
where
Mr.
Pate
l
introduced
him
to
A.J.
=
s
new
assistant
Kripa
(KRIP
s
ah).
She
was
a
motherly
woman
who
was
k
nown
for
her
loyalty,
efficiency,
and
attention
to
detail.
A.J.
invited
her
to
sit
down
on
the
c
ouch
in
his
office
as
they
sipped
tea
and
got
to
know
each
other.
Late
r
she
showed
him
the
office
syste
m
s
and
files.
A.J.
=
s
first
day
at
Superior
Incense
was
productive.
He
spent
many
hours
meeting
the
workers
and
familia
rizing
hims
el
f
with
his
new
positio
n.
That
night
he
slept
well.
A.J.
woke
up
the
next
morning
at
5
a.m.
to
meditate.
Deep
into
his
meditation,
he
recalled
how
he
had
resist
ed
the
change
of
leaving
the
ashram
and
had
ev
en
become
angry
when
his
stability
and
comfort
level
had
been
threatened.
He
wondered
how
he
coul
d
help
others
overcome
the
obstacles
associated
with
change.
He
thought
about
it
and
then
saw
himself
as
two
separate
beings.
The
first
one
was
his
personality,
the
part
t
hat
made
him
unique
and
separate.
Then
there
was
the
spiritual
being-his
connecti
on
to
the
infinite
in
other
people.
He
decided
that
when
people
go
through
change
he
would
remind
them
of
their
spiritual
nature
and
how
we
are
all
connected.
He
realized
that
Swamiji
did
this
when
A.J.
learned
about
getting
his
new
job
and
leaving
the
ashram.
Swamiji
had
peacefully
an
d
lovingly
looked
into
A.J.
=
s
eyes
making
the
connection
to
the
spi
r
it
available
to
him.
Howev
e
r,
at
that
moment
he
was
t
oo
upset
to
receive
the
connection.
This
situation
was
a
great
lesson
for
t
eaching
him
how
to
become
more
fluid
and
flexible
about
accepting
life
=
s
inevitable
and
c
onstant
changes.
The
time
was
6
A.M.
and
A.J.
had
co
mpleted
his
meditation.
He
then
went
outside
to
walk
as
he
had
done
each
morning
when
he
was
at
the
ashram.
His
new
ne
ighborho
od
was
filled
with
foul
smells
and
p
oor
people
living
on
the
streets
and
sleeping
in
doorways.
Under
nour
ished,
stray
dogs
roamed
the
street
in
search
of
food
as
the
new
day
began.
A.J.
was
saddened
by
the
suffering
he
observed
and
became
intensely
aware
that
he
was
making
comparisons
between
the
city
and
the
peaceful
and
safe
environment
at
the
ashram.
41
42
When
he
caught
himself
judging
through
com
parison,
he
realized
that
this
was
the
way
of
the
city
and
ther
e
was
little
he
could
do
about
it.
He
accepted
his
new
lifestyle,
but
dec
ided
to
bring
food
for
these
street
people
the
following
morning.
As
he
continued
walking
he
had
to
rel
ease
the
debilitating
images
of
the
poor
and
hungry.
The
word
A
flow
@
appeared
in
his
mind,
which
reminded
him
of
the
mantra,
Row,
Row,
Row
Your
Boat
,
whic
h
he
used
whenev
er
he
felt
himself
becoming
tense
or
having
negative
thoughts.
He
remembered
the
river,
where
he
filled
his
water
posts
and
how
the
water
flowed
over
and
around
the
rocks.
The
water
did
not
resist
the
rocks
and
he
was
not
going
to
resist
or
resent
his
new
life.
In
fact,
he
thought
of
himself
as
being
the
water
and
using
this
experience
as
an
opportunity
to
learn
from
and
to
excel
at
his
new
position.
When
he
arrived
back
at
his
cottage,
he
felt
relaxed
and
rejuvenated,
ready
for
the
new
day.
43
YOU
BECOME
THE
SOLUTION
WHEN
YO
U
STOP
CONTRIB
U
TING
TO
THE
PROBLEM
.
44
JUST
AS
A
DIAMOND
NEEDS
TO
BE
POLISHED
AND
B
EAUTIFIED,
MEN
AND
WOMEN
CAN
UTILIZE
FRICTION
TO
IM
PROVE
THEIR
RELATIONSHIPS,
TRANSFORMING
THE
QUALITIES
OF
ME
A
ND
YOU
INTO
US.
CHAPTER
SEVEN
A.J.
Deals
with
Probl
e
m
s
at
the
Factory
When
A.J.
arrived
at
work,
he
drank
a
cup
of
tea
and
reviewed
the
list
of
goals
he
had
prepared
the
day
before.
Just
then
Kripa
came
into
his
offi
ce
and
said
that
Pradeep
(prah-DEEP)
from
operations
was
in
the
waiting
r
oom.
He
was
angry
at
Sridhar
(SHREED
har),
his
supervisor,
for
tr
eating
him
disrespectfully,
and
belittling
him
in
front
of
other
workers.
A.J.
invited
Pradeep
into
his
office
,
where
they
shared
tea
and
discussed
the
situation.
After
allowing
him
to
vent
his
feelings,
A.J.
thanked
him
for
coming
in
and
told
him
that
he
would
talk
to
Sridhar
and
get
back
to
him.
A.J.
called
Sridhar
and
invited
hi
m
to
have
l
unch
in
his
office.
It
was
noon
and
Sridhar
arrived
at
A.J.
=
s
o
ffic
e
.
He
said,
A
I
know
why
I
=
m
here.
What
did
that
littl
e
jerk,
Pradeep,
say
about
me?
@
A.J.
could
see
that
Sridhar
was
angry
at
Pradeep
and
wanted
to
defuse
this
emotional
charge
before
discu
ssing
anyt
h
ing
further
with
him.
A
We
can
discuss
that
later,
but
first
why
don
=
t
you
tell
me
a
little
about
yourself.
@
A
I
don
=
t
want
to
talk
about
me
,
I
want
to
talk
about
getting
rid
of
Pradeep.
He
is
causing
too
many
problems
in
my
department.
H
e
refuses
to
do
what
I
tell
him.
I
am
his
supervis
o
r
and
he
doesn
=
t
give
me
the
respect
I
deserve.
Maintaining
control,
A.J.
said,
A
We
will
talk
about
Pradeep
later.
B
u
t
for
now
let
=
s
eat
lunch.
It
is
not
good
for
the
di
gestion
to
discuss
angry
things
while
eating.
@
Sridhar
was
silent
for
a
moment,
then
asked
A.J.
to
talk
about
himself.
A.J.
talked
about
the
work
he
did
as
the
ashram
administrator
and
how
it
came
about
that
he
now
wor
ks
for
Mr.
P
a
tel.
When
both
men
were
finished
wit
h
lunch
A.J.
said,
A
Tell
me,
Sridhar,
how
long
have
y
ou
worked
for
Mr.
Patel?
@
A
In
June
it
will
be
ten
years.
@
A
What
did
you
do
before
this?
@
A
Haven
=
t
you
read
my
personnel
f
ile?
@
Sridhar
asked.
45
46
A
No,
this
is
only
my
second
day
on
the
job,
A
A.J.
replied.
A
Well,
I
worked
for
an
exporting
company
for
two
years,
then
my
boss
set
me
up
and
got
me
fired.
@
A
Why
did
they
fire
you?
@
A.J.
asked.
A
They
said
there
were
too
many
shipments
being
returned
becaus
e
of
damage.
What
did
they
expect?
My
budget
was
cut
down
to
nothing
and
I
didn
=
t
have
the
proper
packing
materials.
A
One
day
they
sent
in
a
young
college
graduate
to,
supposedly,
help
me.
He
didn
=
t
know
anything
about
shipping
and
I
didn
=
t
like
him.
They
thought
I
was
too
stupid
to
figure
out
that
they
were
trying
to
provoke
me
into
a
fi
ght
so
they
could
fire
me.
A
Well,
they
got
their
way.
He
set
my
whole
department
against
me
and
one
day
we
got
into
a
heated
argument.
He
made
me
throw
and
break
some
valuable
merchandise
because
of
things
he
said,
@
Sridhar
then
asked,
A
Now
can
we
talk
about
firing
Pradeep?
@
A
Tell
me
about
the
problem
you
are
having
with
him,
@
A.J.
asked.
A
How
long
have
the
two
of
you
been
working
together?
@
Sridhar
said,
A
A
little
over
one
year.
He
keeps
making
the
same
mistakes
on
invoic
ing.
I
tell
him
to
f
ile
all
of
the
invoices
in
the
folders
as
soon
as
he
prints
them
and
he
keeps
hiding
them
somewhere
in
his
desk.
It
is
causing
big
mistakes
in
billing
customer
s
properly.
He
just
won
=
t
listen
to
me.
@
A.J.
said,
A
Just
as
diamonds
need
friction
to
be
polished
and
beau
tified,
men
and
women
can
utilize
friction
to
improv
e
their
working
relationships.
When
we
feel
friction
building
up
in
a
work
sati
ation,
it
means
something
is
not
working
smoothly
and
needs
to
be
identified.
A
Recognizing
and
taking
respons
ibility
for
the
friction
is
the
first
step
in
solving
the
problem.
Creating
a
plan
to
solv
e
the
pr
oblem
is
the
next
step.
How
do
you
think
we
can
solve
this
problem
with
Pradeep?
@
A
Fire
the
idiot!
@
A
That
=
s
one
solution,
but
perhaps
not
the
best
one.
@
A.J.
observed
the
conflict
going
on
in
Sridhar
=
s
mind.
A
I
can
=
t
change
Pradeep
and
I
don
=
t
want
to
keep
him
ei
ther.
What
else
can
I
do?
@
asked
Sridhar.
A
Can
I
make
a
suggestion?
@
said
A.J.
A
I
would
like
to
set
up
some
weekly
meetings.
One
with
each
of
you
separately,
and
another
one
with
the
two
of
you
together
until
this
problem
is
worked
out.
@
Sridhar
was
realizing
that
A.J.
was
not
trying
to
make
hi
m
wrong,
take
his
job,
or
get
him
fired.
He
was
beginning
to
show
signs
of
being
trustworthy.
Although
Sridhar
was
not
fully
aware
he
was
beginning
to
sens
e
that
there
was
some
kind
of
indefinable
light
sh
ining
within
his
own
spirit.
A
If
this
i
s
the
only
way
to
work
it
out,
I
will
giv
e
it
a
shot,
@
he
said.
A
That
=
s
great,
I
am
happy
you
decided
to
work
on
this.
@
A.J.
called
Pradeep
as
he
promised.
He
told
him
of
the
meeting
he
wanted
to
have
each
week
with
Pradeep
a
nd
Sridhar
together
and
indiv
i
dually,
and
suggested
that
Pradeep
parti
cipate.
He
agreed
to
the
meetings
and
thanked
A.J.
for
his
help.
The
days
were
going
s
m
oothly
for
A.J.
as
he
began
his
s
e
cond
week
at
Superior
Incense.
He
was
in
full
swing
in
his
new
position
when
he
sent
a
memo
to
all
the
employees
of
the
company.
He
hand-wrote
it
and
gav
e
it
to
Kripa
to
type
and
send
out.
When
he
received
a
c
opy
for
his
files
he
glanced
over
it.
He
noticed
several
errors
including
Mr.
Patel
=
s
name
being
spelled
as
A
Tapel.
@
He
called
Kripa
and
asked
why
she
didn
=
t
review
the
memo
before
sending
it
out.
Kripa
said
her
assistant
Shyama
(Shah-ma)
had
typed
it
and
was
supposed
to
return
it
for
review
but
sent
it
out
instead.
She
said
s
he
had
been
having
pr
oblems
wit
h
Shyama
and
her
spelling
errors
for
months
now.
She
has
asked
Shyama
to
be
more
care
ful
with
her
typing
but
little
had
changed.
Kripa
asked
if
he
would
have
a
talk
with
her.
A.J.
agreed.
Shyama
arrived
at
A.J.
=
s
office,
A
Did
you
want
to
see
me?
@
A
Yes
I
did,:
said
A.J.
A
I
sent
a
memo
out
to
t
he
employ
ees
thanking
Mr.
Patel
for
having
me
come
to
work
here.
But
I
noticed
that
the
memo
thanked
Mr.
T-a-p-e-l
not
Mr.
P-a-t-e-l.
@
A
Well,
everyone
will
k
now
who
I
meant.
@
A
That
is
true,
everyone
will
know
who
you
meant,
but
th
ey
will
think
I
don
=
t
know
the
owner
=
s
name
since
the
memo
w
a
s
from
me.
I
have
heard
from
Kripa
47
48
that
she
has
talked
to
you
about
misspel
lings
for
quite
some
time
now
and
sh
e
says
nothing
seems
to
change.
@
A
I
have
so
much
work
to
do
that
I
don
=
t
have
time
to
waste
by
going
over
everything
looking
for
errors,
@
Sh
yama
said.
A
It
=
s
not
how
fast
y
ou
do
the
job,
its
=
also
doing
the
job
right.
I
know
what
it
is
like
to
feel
overwork
ed.
When
I
was
the
administrator
of
the
ashram
I
felt
stressed
to
the
point
of
wanting
to
qui
t.
I
realized
I
needed
to
make
my
work
a
kind
of
meditation.
That
change
of
at
titude
made
me
more
centered,
relaxed,
and
produc
tive,
@
A.J.
s
a
id.
A
That
=
s
great
that
you
worked
at
an
as
hram
where
everyone
could
spend
time
mediating,
A
Shyama
said,
A
but
I
am
stuck
here
eight
to
ten
hours
a
day
and
when
I
leav
e
I
have
to
take
care
of
my
family.
I
don
=
t
ha
ve
time
for
meditation.
It
would
be
great
if
we
could
all
wor
k
at
an
ashram,
but
we
can
=
t.
@
Since
it
was
getting
late
and
he
realized
she
was
too
caught
up
in
her
anxiety
and
defensiveness
to
hear
what
he
was
saying,
he
suggested
they
meet
again
in
a
few
days.
On
his
walk
home
that
evening,
A.J.
couldn
=
t
get
Shyama
=
s
words
out
of
his
mind
.
How
nic
e
it
would
be
if
everyone
could
A
work
at
an
ashram
.
@
He
was
also
recalling
the
situati
ons
with
Sridhar
and
Pradeep.
All
of
these
thoughts
led
him
to
cont
emplate
the
differences
between
the
ashram
and
the
incense
factory.
T
hen
an
image
of
Swamiji
saying
to
him,
A
Utiliz
e
wh
at
you
have
learned
h
e
re,
and
integrate
it
into
your
work,
@
flashed
into
his
mind.
A.J.
whis
pered
these
words:
A
If
you
can
=
t
b
r
ing
the
workers
to
the
ashram
why
not
bring
the
ashram
to
the
workers.
@
What
a
great
i
dea
,
he
thought.
Exc
i
tement
raced
through
his
bo
dy
like
elec
tricity;
he
w
a
s
filled
with
ecstasy
and
realized
his
role
in
the
dram
a
of
the
universe.
In
that
perfect
moment
he
felt
spiritually
who
l
e,
full
of
joy,
and
wanted
others
to
experience
it
also.
He
was
so
exc
i
ted
to
get
home
to
start
working
on
this
idea
he
couldn
=
t
walk
fast
enough.
49
IDENTIFIED
AS
THE
DOER,
WHENEVER
THE
EGO
IS
THE
LARGER
THE
W
A
LL
IT
BUILDS
AROUND
THE
TRUE
SELF.
CHAPTER
EIGHT
The
Beginning
of
t
he
NAMASTE
Program
The
moment
A.J.
walk
ed
into
his
co
ttage
he
wrote
about
t
he
realiz
ations
and
thoughts
he
had
while
walking
home
that
evening.
Ideas
were
coming
to
his
mind
faster
than
he
could
write
them
on
paper
.
He
knew
that
this
philosophy
of
bringing
the
ashram
to
the
workplace,
if
interwoven
int
o
the
corporate
culture,
would
make
it
a
happier,
healthier,
and
more
productive
environment.
He
came
up
with
the
acronym
N.A.M.A.
S.T.E.,
which
recogniz
e
s
that
we
are
all
connected
in
the
place
of
spirit.
He
made
that
the
core
emphasis
of
his
program.
N.
NUTURE
s
pirituality,
be
positive,
encourage
fun,
and
share
joy
A.
ACKNOWLEDGE
the
divinity
in
every
one
(including
yourself)
M.
MOTIVATE
others
by
your
actions
,
attitude,
and
behavior
A.
ASSIST
others
to
grow
spiritua
lly,
and
develop
trust
in
each
other
S.
SERVE
others,
and
the
organization
T.
TEACH
workers
to
im
prove
their
prof
essional
and
personal
skills,
and
to
communicate,
com
p
rom
i
se,
and
coop
erate
E.
EVALUATE
progress
by
giving
and
rece
iving
feedback,
clarifying
goals,
and
by
being
a
student
of
your
own
behavior
The
challenge
for
A.J.
was
to
m
a
ke
his
idea
work
at
Superior
Incense.
He
wrote
m
ore
on
his
philosophy
and
worked
to
expand
his
thinking.
After
several
months,
he
had
com
pleted
work
on
hi
s
two-day
NAMASTE
training
program
,
which
included
follow-up.
He
then
m
a
de
an
appointm
ent
to
m
eet
with
Mr.
Patel
for
his
review.
Mr.
Patel
was
supportive,
but
had
concer
ns
about
the
tim
e
ne
eded
to
train
all
of
the
em
ployees.
A.J.
pointed
out
that
the
investm
e
nt
in
tim
e
would
result
in
in
creas
ed
productivity,
higher
m
orale,
increased
team
work,
increased
custom
er
satisfaction,
and
increased
sales.
Mr.
Patel
said,
A
How
can
I
say
no
to
that?
@
He
told
A.J.
that
he
had
been
doing
a
great
job
at
the
com
pany
and
truste
d
him
to
teach
the
course.
He
said,
A
You
have
my
blessing
with
one
conditi
on.
I
want
you
to
docum
e
nt
both
the
positiv
e
and
negativ
e
effects
of
your
NAMASTE
program
.
@
50
A.J.
thanked
him
and
left
the
office
with
a
sm
ile
o
n
his
face.
He
chose
to
begin
teaching
his
program
to
Sridhar
=
s
shipping
and
receiving
departm
e
nt.
Since
he
had
recurring
prob
lem
s
with
that
departm
e
nt
and
Sridhar
=
s
m
a
nage
m
e
nt
style,
he
felt
they
would
benefit
the
m
ost.
He
m
et
priv
ately
with
Sr
idhar
to
explain
the
program
and
seek
his
support.
Initially
Srid
har
was
skeptical
becau
se
he
always
ruled
h
i
s
departm
e
nt
with
an
iron
fist
and
never
thought
of
him
s
elf
as
being
pa
rt
of
the
problem
.
He
always
got
the
job
done,
though
usually
through
intim
idation,
which
created
conflict
in
his
departm
ent.
Sridhar
felt
uncomfortable
about
the
program
,
but
he
agreed
to
give
it
a
chance
and
to
try
to
be
supportive.
A.J.
decided
the
conference
room
next
to
the
cafeteria
would
be
the
perfect
m
eeting
place.
All
twelve
people
from
Sr
idhar
=
s
departm
e
nt
arrived
on
tim
e
and
sat
on
cushions
placed
on
th
e
floor.
A.J.
gave
the
participants
an
ove
rview
of
the
program
.
He
sa
id,
A
As
a
result
of
this
program
,
you
can
expect
to
have
a
more
cooperative,
supportive,
harm
onious,
productive,
and
communicative
environm
ent
in
your
departm
e
nt,
and
throughout
the
com
pany.
@
The
em
ployees
gave
each
other
looks
of
disbelief.
One
person
turned
to
his
neighbor
and
asked,
A
Did
he
sm
oke
incense
this
m
o
rning?
@
A.J.
picked
up
on
the
group
=
s
skepticism
and
knew
that
he
couldn
=
t
go
any
further
without
dealing
with
their
objections
first.
A
I
sense
that
you
don
=
t
believ
e
this
could
happen
here.
I
know
it
can.
W
h
en
I
managed
the
ashram
we
achieved
all
these
s
a
m
e
qualities.
@
A
worker
said,
A
This
isn
=
t
=
an
ashram
.
Believe
m
e
,
it
could
never
happen
here.
@
A
W
hy
couldn
=
t
it?
@
A.J.
asked.
A
Because
th
ey
are
m
o
re
interested
in
m
a
king
m
o
ney
than
caring
about
us.
@
A
By
they
do
you
m
ean
the
com
pany?
@
asked
A.J.
A
Yes,
@
said
the
worker.
Another
worker
said,
A
It
will
neve
r
h
appen
here
b
ecause
no
thing
ever
changes
with
them
.
The
m
a
nagers
have
to
change
first,
not
us.
@
Sridhar
said,
A
The
other
m
anagers
will
neve
r
cha
nge
because
they
already
have
their
minds
set
on
doing
everything
the
sam
e
old
way.
@
51
A.J.
wrote
objections
on
the
white
boar
d
as
everyone
brought
up
his
or
her
feelings
as
to
why
change
was
unlikely.
W
hen
all
the
negative
thoughts
w
e
re
revealed,
A.J.
said,
A
Thanks
for
all
of
your
input.
I
see
by
looking
at
the
board
that
som
e
words
are
rep
eated
s
everal
tim
es.
@
A.J.
erased
the
board
and
wrote
the
words
they,
them
,
and
mind
.
A
W
ho
are
the
y
and
them
?
@
he
asked
the
group.
A
The
m
a
nagem
e
nt,
@
ca
me
one
answer.
A
It
is
also
the
ownershi
p,
and
com
p
any
politics,
@
cam
e
another
answer.
A.J.
said,
A
Now,
how
does
the
word
mind
f
it
into
this
?
@
He
was
greeted
with
blank
stares.
A
Isn
=
t
the
m
i
nd
or
m
i
nd-set
of
this
com
p
any
what
controls
the
environ
m
ent
here?
We
could
call
that
m
i
nd-set
the
com
pany,
or
the
corporate
culture.
@
A
voice
came
from
the
group,
A
The
culture
has
to
change
first;
old
dogs
don
=
t
learn
n
e
w
tricks.
@
A.J.
said,
A
Yes,
but
aren
=
t
we
part
of
that
cult
ure?
And
since
change
begins
with
us
we
need
to
be
res
ponsible
for
ourselves
and
also
learn
>
new
tricks.
=
Did
you
realize
that
within
the
word
them
are
the
letters
that
s
p
ell
me
,
so
the
change
I
seek
in
them
begins
with
m
e
.
Also
within
them
is
th
e
word
He
,
who
provides
the
spiritual
support
for
our
change.
We
can
never
say
them
without
taking
into
c
onsidera
tion
He
and
me
first.
@
After
one
full
day,
the
meeting
was
over
and
everyone
left
the
room
.
Sridhar
told
A.J.
that
he
thought
the
cl
ass
was
intriguing.
As
A.J.
looked
into
Sridhar
=
s
eyes
he
saw
the
defensive
barriers
ha
d
been
let
down.
By
the
end
of
the
second
session
Sridhar
=
s
attitude
was
changing
and
it
appeared
he
was
becom
i
ng
a
more
open
person.
He
was
taking
responsibility
f
or
his
actions
and
other
=
s
reactions
toward
him
.
W
ithin
a
fe
w
m
onths
all
of
the
em
ployees
at
Superior
Incense
went
through
th
e
program
,
and
accord
ing
to
the
ev
aluations,
receiv
ed
great
value.
A.J.
used
absenteeism
and
accidents
as
a
param
eter
to
m
easure
the
results
of
th
e
program
.
He
also
used
pre-
and
post
B
productivity
m
easurem
ents
to
evaluate
the
effectivenes
s
of
NAMASTE.
Af
ter
six
m
o
nths
the
resu
lts
were
in
a
nd
NAMASTE
resulted
positiv
ely
in
all
areas
m
easured.
A.J.
im
ple
m
ented
follow-up
and
support
program
s
to
m
aintain
the
positiv
e
re
s
u
lts.
One
of
the
new
addition
s
under
the
N
A
MASTE
program
was
designating
a
room
f
o
r
workers
to
m
editate
an
d
rela
x
in.
A.J.
knew
that
this
special
R&R
52
(Relaxa
tion
and
Revita
lization
)
roo
m
would
help
em
ployees
reduce
the
daily
buildup
of
stress,
and
co
nnect
th
em
dire
ctly
to
th
e
peaceful
place
with
in
them
.
He
also
knew
that
in
order
to
sustai
n
the
success
of
th
e
program
,
the
entire
com
pany
ha
d
to
support
both
the
program
and
the
R&R
room.
A
lot
of
thought
went
into
designing
an
environm
ent
that
would
encourage
m
editation
a
nd
relax
atio
n.
The
room
was
dim
l
y
lit
with
ligh
t
blue
walls
and
puffy
white
clouds
painted
on
the
ceiling.
Candles
burned,
and
th
e
sm
ell
of
incense
filled
the
room
.
Cushions
were
placed
o
n
the
floor,
and
benches
were
fastened
to
the
bac
k
wall.
Statues,
p
l
an
ts,
and
paintings
of
Hindu
deities
were
placed
strategically
aro
und
the
room
.
Peaceful
and
relax
i
ng
sita
r
m
u
sic
fille
d
the
air.
We
l
c
o
m
e
.
Please
Observe
Silence
was
painted
on
the
door.
Workers
used
the
room
during
their
breaks
or
on
their
own
time.
Som
e
workers
found
that
they
pref
erred
using
the
room
after
work
to
reduce
their
stress
before
going
hom
e
and
also
to
m
i
ss
the
h
ectic
work
traffic.
Others
linked
com
i
ng
in
before
work,
using
the
room
to
relax
and
create
objectivity
and
balance
for
the
day.
As
word
spread
in
th
e
co
mmunity
of
the
success
of
the
NAMASTE
program
,
local
newspapers
and
business
jour
nals
interviewed
A.J.
He
was
being
asked
to
be
a
luncheon
speaker
at
m
a
ny
local
companies
and
organizations.
He
now
recalled
the
words
of
his
beloved
teach
er:
A
Your
brilliance
will
becom
e
a
model
for
others.
@
A.J.
was
fulfilling
his
m
i
ssion.
Mr.
Patel
was
delighted
that
Superior
Incense
was
getting
so
much
free
publicity.
T
he
com
pany
was
fast
becom
i
ng
a
m
o
del
for
running
an
organization
where
workers
were
happy,
productive,
and
positively
affecting
the
bottom
line.
FOLLOW
YOUR
JOY.
RECOGNIZE
YOUR
PASSION
AND
THAT
WHICH
EXCITES
YOU,
THEN
A
L
LOW
IT
TO
LEAD
YOU.
53
CHAP
TER
NINE
A.J.
Meets
Robert
A.J.
had
now
worked
for
Mr.
Patel
for
alm
o
st
one
year
and
w
a
s
planning
a
one
week
vacation
to
the
ash
r
am
.
He
wanted
to
be
there
for
Guru
Purnim
a
Da
y,
a
very
special
occasion
when
the
students
of
Swa
m
i
Ra
m
a
nanda
pa
y
hom
a
ge
to
him
.
Prior
to
leaving,
he
stopped
in
Mr.
P
a
tel
=
s
office
to
discuss
several
last
m
i
nute
details.
A
Mr.
Patel,
you
are
not
going
to
believe
who
asked
to
cover
for
m
e
while
I
am
gone.
@
A
W
ho?
@
A
Sridhar!
Y
ou
will
be
a
m
azed
how
much
he
has
changed.
He
even
wants
to
becom
e
a
NAMASTE
trainer.
@
A
Are
we
talking
about
he
sam
e
Sri
dhar
I
have
known
all
these
years?
@
During
the
past
year,
since
the
program
ha
d
been
put
into
place,
Sridhar
learned
new
ways
of
dealing
with
other
people
and
everyday
problem
s,
he
also
used
the
R&R
room
daily
to
calm
his
m
i
nd.
He
was
so
fired
up
about
the
program
,
that
he
truly
wanted
to
be
a
train
e
r
to
help
others
find
the
sam
e
peace
he
had
found.
Before
A.J.
left,
he
and
Sridhar
spen
t
tim
e
going
over
details
of
m
anaging
the
com
p
any
and
running
the
program
.
The
following
m
orning
Manu
drove
A.J.
to
th
e
ashram
.
When
he
arrived,
he
felt
at
hom
e
again.
All
the
stresses
of
the
world
were
left
behind.
He
put
his
bag
away
and
then
went
to
find
Mr.
Gupta.
He
had
heard
from
one
of
Swa
m
iji
=
s
discip
les
th
at
Mr.
Gupta
hadn
=
t
been
f
eelin
g
well.
Af
ter
a
nic
e
vis
i
t,
he
went
to
see
Swam
iji
in
the
m
eeting
hall.
A
How
are
you,
m
y
son?
@
Swam
iji
as
ked
with
joy
as
they
he
ld
hands.
A
Com
e,
sit.
@
A
I
am
happy
to
be
hom
e,
@
A.J.
replied,
as
the
two
of
them
sat,
cross-legged,
facing
each
other
o
n
a
larg
e
m
a
t.
Swa
m
iji
then
asked
how
his
work
was
going.
A.J.
told
him
all
about
his
accom
plishm
e
nts
at
Superior
Incense
and
the
positiv
e
community
support
for
his
work.
A
By
the
way
Swa
m
iji,
I
n
e
ver
th
anked
you
for
getting
m
e
this
job.
Thank
you
very
m
uch,
@
he
said
as
he
pranam
ed.
A
W
h
at
have
you
learned
from
the
world?
@
Swam
i
ji
ask
e
d.
54
A
I
have
learned
that
the
world
can
be
a
w
onderful
experience,
but
it
can
also
be
a
prison,
@
sa
id
A.J.
There
is
so
m
uch
suffering
b
ecause
of
unfulfilled
d
e
sire
s,
attachm
ents,
and
wrong
thinking.
People
lose
sight
of
their
spiritual
connection
to
their
higher
selves
and
base
r
ea
lity
on
their
worldly
suc
cesses
and
f
ailu
res.
The
y
f
o
rget
tha
t
everyth
i
ng
is
constantly
changing
except
their
connection
to
their
higher
self.
A
The
m
ore
they
are
caught
up
in
the
probl
em
s
of
the
world
th
e
m
o
re
they
lose
their
peace
o
f
m
i
nd.
@
A.J
.
continued,
A
Their
fear,
worry,
guilt,
a
nd
anger
cause
anxiety,
disease,
and
much
pain
and
suffering.
A
People
don
=
t
realize
that
their
though
ts
and
reactions
to
life
=
s
situations
can
cause
their
own
suffering.
It
=
s
so
m
u
ch
easier
to
blam
e
som
eone
or
som
ething
else,
than
to
take
personal
responsibility
and
see
one
=
s
self
as
the
c
ontributing
cause.
@
Swam
iji
rep
lied,
A
The
mind
takes
on
the
form
of
its
thoughts
and
when
it
is
focused
on
the
higher
self
it
becom
e
s
purifie
d.
T
h
at
is
the
im
portance
of
m
e
ditation,
prayer,
and
spiritual
study.
@
Swa
m
i
ji
asked
A.J.
how
business
relates
to
spirituality.
A
Business
owners
are
slowly
changing
and
understanding
that
in
tegrating
spiritual
values
into
the
work-site
can
positive
l
y
af
f
ect
the
bottom
line,
@
A.J.
said.
One
of
Swa
m
iji
=
s
studen
t
s
brought
in
a
tray
with
tea
and
cookies
for
Swa
m
iji
and
A.J.,
as
they
both
enjoyed
a
cup,
A.J.
explained
his
NAMASTE
program
.
Swa
m
iji
told
him
that
he
was
blessed
to
have
th
e
opportun
i
ty
to
accom
p
lish
his
m
i
ssion
as
it
will
he
lp
th
e
world
bec
o
m
e
a
bette
r
place.
They
sat
in
silence
for
a
half
an
hour
when
Swa
m
iji
=
s
next
appointm
e
nt
arrived.
A.J.
left
and
spent
the
rem
a
inder
of
the
day
visiting
with
Ganji
which
helped
him
recharge
his
spiritual
batteries.
The
next
day
began
with
a
three-hour
spiritual
cerem
ony
and
other
festivities
honoring
S
w
a
m
iji.
A.J.
questioned
him
s
elf
about
working
in
the
world,
when
he
was
totally
content
at
the
ashram.
He
reviewed
what
he
ha
d
accom
p
lished
and
realized
that
h
i
s
life
was
about
being
of
service
to
othe
rs.
He
had
to
renounce
his
se
lf-interest
for
now
and
serve
a
higher
power
to
fulfill
h
i
s
destiny.
T
h
e
m
o
re
A.J.
thought
abo
u
t
his
des
tin
y,
the
clearer
it
becam
e
that
Swa
m
iji
had
known
wha
t
it
wa
s
all
along,
and
had
been
guiding
him
.
A.J.
m
ade
an
appointm
ent
to
m
eet
with
Swam
iji,
to
discus
s
h
i
s
profession
al
future.
At
his
appointed
tim
e
he
entered
Swam
iji
=
s
quarters
and
saw
his
guru
talking
to
a
tall,
blonde
m
a
n
who
wa
s
about
the
sam
e
age
as
A.J.
Swam
iji
noticed
A.J.
an
d
said,
A
Robert,
I
would
like
to
introduce
you
Swa
m
i
Shanthianan
d
a.
@
55
A
It
is
a
pleasure
to
m
eet
you
Swa
m
i
@
said
Robert.
Swam
iji
tur
n
ed
to
A.J.
a
nd
said,
A
Swam
i
S.,
this
is
Robert
Stern.
@
A.J.
looked
into
Robert
=
s
blue
eyes.
A
It
is
m
y
pleasure
to
m
eet
you,
Robert.
@
A
Robert
is
the
son
of
an
Am
erican
businessm
an
who
wants
to
study
yoga
and
m
editation,
@
Swam
iji
said.
A
Teach
Robert
bas
i
c
b
r
eath
i
ng
techniques,
m
e
ditation
and
yoga,
and
begin
imm
e
diately
as
both
of
you
have
lim
ited
tim
e.
@
A.J.
was
disappointed
th
at
he
did
no
t
ge
t
the
tim
e
to
speak
to
Swa
m
iji,
but
was
happy
to
serve
his
guru,
so
he
took
Robert
to
hi
s
cottage
to
begin
the
training.
After
three
hours
they
went
to
lunch
where
they
conti
nued
their
discussions
of
yoga,
philosophy,
and
business.
A.J.
said,
A
Although
I
am
a
swam
i,
I
am
known
to
people
in
the
business
w
o
rld
as
A.J.,
so
please
feel
free
to
call
m
e
by
that
nam
e
.
@
A
I
will
call
y
ou
A.J.
as
you
request,
@
Robert
said,
A
but
I
prefer
to
think
of
you
as
a
swam
i,
sinc
e
that
was
h
o
w
I
was
introduced
to
y
ou
by
Swamiji.
@
During
their
discussion
over
l
unch,
Robert
said
that
al
though
he
m
i
ght
look
like
a
surfer
from
California
he
was
actually
th
e
CEO
of
Pacific
Technology
(P.T.),
in
San
Diego.
The
com
p
any
made
com
puter
com
pone
nts,
keyboards,
and
m
i
ce.
His
father
owned
five
com
panies
but
had
turned
P.T.
over
to
Robert.
He
was
half
way
through
a
one-m
onth
vacation
in
India
v
i
siting
several
ashram
s
that
friends
had
recommended.
His
purpose
for
visiting
India
wa
s
to
deepen
his
spiritual
awareness.
For
the
nex
t
three
d
ays,
A.J.
continu
e
d
teach
ing
Robert
yoga
postures,
m
e
ditation,
and
yoga
psychology.
A.J.
learned
about
Am
erican
business
fr
om
Rober
t
.
They
both
appreciated
the
com
pletely
different
backgrounds
they
cam
e
from.
On
the
last
day
of
A.J.
=
s
visit,
Swam
iji
ask
ed
both
m
en
to
come
to
his
qu
ar
ters.
Robert
brought
a
cashm
ere
blanket
he
purch
ased
from
a
shop
near
the
airport,
as
he
thought
it
would
be
custom
ar
y
to
honor
a
guru
with
a
gift.
Both
m
e
n
sat
down,
cros
s-legged,
in
f
r
ont
of
Swam
iji
as
Robert
gave
h
i
m
the
beautiful
blanket.
He
thanked
Robert
and
then
gave
it
to
the
old
wom
a
n
who
was
just
leaving
the
room
.
Robert
looked
puzzled.
Swam
iji
ask
ed
him
,
A
What
is
wrong?
@
56
Robert
replied,
the
blanket
was
for
you,
not
her.
@
Swam
iji
exp
l
ained
that
the
wom
an
needed
th
e
b
l
anket
m
o
re
than
he
did,
then
told
Robert
that
he
should
not
be
attached
to
anything
except
seek
ing
God.
He
looked
at
A
.J.
and
asked
th
at
he
teach
Robert
abou
t
attachm
e
nt,
which
would
be
an
im
portan
t
les
son
for
him
to
learn.
Swam
iji
said,
A
I
sense
that
the
two
of
you
will
be
working
together
in
th
e
future.
Go
now,
and
the
details
will
unf
old.
@
He
then
waved
his
hand
toward
Robert
and
A.J.
to
leave.
Outside
th
e
quarters,
Robert
took
a
d
eep
breath
and
asked
A.J.
what
Swam
iji
m
eant
by
us
working
tog
e
ther
in
the
future
?
A.J.
said,
A
I
don
=
t
know
exactly,
but
Swa
m
iji
sen
ses
thing
s
we
are
no
t
yet
aware
of.
I
have
learned
to
listen.
@
Robert
then
asked,
A
what
did
Swa
m
iji
want
you
to
teach
m
e
about
attachment?
@
A
You
wanted
Swa
m
iji
to
wear
the
be
autiful
blank
e
t
you
boug
ht
for
him
,
@
A.J.
said.
A
Of
course,
I
would
have
been
happy
if
he
wore
it.
@
A.J.
said,
A
Yes,
that
was
your
attach
m
ent.
When
Swam
iji
gave
the
b
l
an
ket
away
you
were
disappointed.
Your
desi
re
for
him
was
to
wear
th
e
blanket
and
when
he
didn
=
t
you
becam
e
disappoin
t
ed
.
A
Our
goal
is
liberation
and
freedom
from
th
e
trappings
of
desire
and
attachm
e
nt,
not
creating
more
problem
s
a
nd
pain
for
ourselves.
Don
=
t
f
eel
bad
Robert,
Swam
iji
ha
s
been
a
great
teacher
for
m
e,
pointing
out
m
y
m
i
nd-sets,
b
e
liefs,
and
conditionings
th
at
cause
m
e
to
be
cut
off
from
m
y
higher
self.
@
A
I
think
I
know
what
you
m
ean,
@
Robert
said.
A
Would
it
be
like
when
I
was
younger
and
had
long
hair?
My
father
and
I
argued
about
it
all
the
tim
e
because
he
wanted
m
e
to
cut
it.
To
m
e
long
hair
sym
bolized
freedom
and
individuality.
W
as
that
the
attachm
e
nt
you
are
talking
about?
@
A
Yes,
@
said
A.J.
A
You
were
attach
ed
to
the
illu
sio
n
of
long
hair
being
freedom
and
individuality
which
was
only
a
sym
b
ol
of
freedom
and
individuality.
Hair
doesn
=
t
m
e
an
anything
by
itself,
it
=
s
th
e
m
eaning
you
place
upo
n
that
sym
bol.
It
is
th
en
that
you
becom
e
attached
to
th
at
sym
bol.
@
A
W
e
ll,
finally
I
cut
m
y
hair
and
felt
a
bi
g
load
lif
ted
f
rom
m
e
.
I
realized
I
didn
=
t
need
long
hair
to
feel
free,
and
I
was
relieved,
@
said
Robert.
A
Anytim
e
you
give
up
yo
ur
attachm
ents,
you
becom
e
free.
You
find
fulfillm
ent
inside
yourself
and
don
=
t
need
outside
sym
bols,
@
said
A.J.
A
The
key
is
to
live
in
the
world
57
58
with
conten
tm
ent
and
not
allow
atta
c
h
m
ents
a
nd
desires
to
create
a
negative
experience
by
taking
away
your
peace.
Swam
i
ji
once
told
m
e
that
the
person
who
desires
noth
i
ng,
owns
everything.
@
A
That
=
s
am
azing.
I
never
thought
of
it
that
way.
In
the
United
States
the
goal
is
to
own
as
m
u
ch
as
you
can
.
Most
peop
le
th
ink
that
by
having
p
o
wer
and
money
they
will
find
peace
and
happines
s.
Now
I
am
beginning
to
realize
th
at
true
peace
and
freedo
m
is
a
state
of
m
i
nd
and
not
m
illions
of
dollars
in
a
savings
account.
Although
having
m
one
y
certainly
is
a
potent
stress
reducer,
@
Robert
said.
Before
parting
on
their
s
e
parate
way
s,
the
two
men
pranam
ed
each
othe
r.
They
were
finding
that
they
had
m
o
re
than
a
t
each
er/stu
dent
relation
ship,
but
a
b
r
otherly
feeling
which
neither
had
experienced
before.
A.J.
invited
Robert
to
visit
him
in
Delhi
on
his
way
back
to
the
U.S.
Robert
said
that
he
would
be
in
Delhi
in
a
week
and
would
enjoy
visiting
him
and
seeing
Superior
Incense.
W
ith
that
Robert
said
good-bye
and
went
to
his
cottage
so
A.J.
could
finish
packing
f
o
r
his
tr
ip
back
to
Delhi.
59
MONEY
CA
NNOT
BUY:
HAPPINES
S,
PEACE
OF
MIND,
LOVE,
OR
HONES
T
R
ELATIONS
H
IPS
.
CHAPTER
TEN
Robert
Wants
to
Bring
N
A
MASTE
to
America
Once
back
in
Delhi
and
into
his
routines
A.J.
spent
the
next
week
perform
i
ng
his
norm
a
l
duties
of
m
a
naging
the
com
p
any.
He
especially
enjoyed
doing
follow
ups
with
the
trainers
of
the
NAMASTE
program
.
When
A.J.
first
taught
the
program
he
identified
individuals
who
resonated
with
the
program
and
made
them
trainers.
They
initially
provided
the
follow
up
and
support
training
for
A.J.,
but
were
soon
ta
ught
to
present
the
entire
NAMASTE
program
them
selves.
A.J.
was
no
longer
needed
as
a
trainer,
but
acted
as
a
consultant.
On
Friday,
Kripa
cam
e
into
A.J.
=
s
office
and
announced
Mr.
Robert
Stern
in
the
waiting
room.
A.J.
immediately
thanked
her
and
went
out
to
greet
his
guest.
A
W
elcom
e!
So
good
to
see
you,
Robert.
Com
e
in
to
m
y
offi
ce.
Please
sit
down.
Tell
m
e
about
your
adventures
o
v
er
the
p
a
st
week,
@
A.J.
said.
Robert
sighed,
A
It
=
s
been
a
heavy
one.
I
left
th
e
ashram
shortly
after
you,
and
headed
south
to
the
Govinda
Ashram,
near
the
coast.
There
was
a
guru
I
wanted
to
m
eet
whom
I
was
told
could
m
anifest
objects
from
th
in
air.
W
hen
I
arrived,
his
assistant
told
m
e
he
was
not
seeing
visitors,
but
I
could
stay
an
d
participa
t
e
in
the
da
ily
ritu
als.
I
did
,
and
I
found
myself
alone,
and
m
e
ditating
for
hour
s
every
day
for
the
past
week.
It
gave
m
e
ti
m
e
to
take
a
good
look
inward;
I
didn
=
t
like
what
I
saw.
I
have
been
living
m
y
life
for
everyone
but
m
e
,
and
have
been
o
u
t
of
touc
h
with
the
peaceful
place
inside
of
m
e
as
far
back
in
my
life
as
I
can
rem
e
m
b
er.
@
A
I
know
what
you
m
ean,
@
A.J.
replied,
A
Most
of
us
are
so
busy
doing
instead
of
being
.
@
Robert
said,
A
W
e
should
be
called
hum
a
n
doings
instead
of
hum
a
n
beings.
@
A
How
do
you
think
th
is
reali
zation
will
affect
your
life?
@
A.J.
asked.
A
I
am
not
sure,
Swam
i.
I
think
I
need
to
allow
it
to
grow
in
a
natural
way
without
rushing
or
f
o
rcing
it,
@
Robert
replied.
A.J.
agreed,
but
asked
to
be
called
A.J.
instead
of
Swa
m
i.
He
then
asked,
A
Would
you
like
to
see
the
factory?
@
A
That
sounds
great,
and
I
would
like
to
continue
our
discussion
later.
@
The
two
m
e
n
left
the
office
and
toured
the
facto
r
y.
Each
tim
e
Robert
was
introduced
as
the
owner
of
a
factory
in
California,
U.S.A.,
he
was
pranamed.
He
was
60
61
feeling
conn
ected
and
co
mfortable
with
each
em
ployee.
A
sp
ecia
l
spiritu
al
quality
existed
with
all
of
the
wo
rkers.
Robert
told
A.J.
that
bei
ng
at
Superior
Incense
was
like
being
at
an
ashram
:
people
=
s
spirits
were
being
acknowledged
and
supported.
A.J.
said
that
not
only
did
it
feel
good,
it
had
also
increased
productivity,
cooperation,
and
m
o
rale,
and
reduced
acciden
t
s,
absenteeism
,
and
heal
th
care
utilizatio
n.
When
they
had
finished
touring
the
plan
t
and
were
back
in
the
office,
A.J.
explained
the
NAMASTE
program
to
Robert
in
detail,
and
said,
A
It
wen
t
so
well
th
at
em
ployees
wanted
fam
i
ly
m
e
m
b
ers
to
experien
ce
it,
so
I
developed
a
m
odified
program
which
we
teach
in
th
e
ev
enings.
@
A
Have
you
taught
this
program
to
other
com
p
anies?
@
Robert
asked.
A
No.
@
A.J.
replied.
A
W
hy
not?
@
asked
Robert.
A
You
are
the
first
person
to
ask
m
e
that
question;
I
only
re
cently
perfected
it.
@
Robert
thought
about
it
and
said,
A
W
e
need
to
d
i
s
cuss
this
la
te
r.
@
A.J.
said,
A
There
is
on
e
more
place
I
want
to
sho
w
you.
It
is
called
our
>
R&R
=
room
.
@
When
they
arrived
and
went
into
the
ro
om
,
they
saw
several
w
o
rkers
m
editating,
so
the
two
m
e
n
quietly
sat
down,
re
specting
the
rule
of
silen
ce.
Robert
relax
ed
into
the
p
eaceful
feeling
of
the
room
,
and
observed
th
e
beautiful
m
a
ndalas,
spiritual
paintings,
a
nd
articles
of
beauty.
After
th
irty
m
i
nute
s
they
lef
t
th
e
room
and
he
aded
for
A.J.'
s
cottage.
A
A.J.,
you
have
blown
my
m
i
nd
today.
I
wish
the
environm
ent
in
m
y
fa
ctory
could
be
like
this
one.
@
A
It
can,
@
said
A.J.
The
two
m
e
n
continued
walking
and
talking
on
the
way
to
A.J.
=
s
cottage.
Robert
talked
about
his
week
of
solitud
e
and
th
e
realizations
he
had
h
a
d.
He
said,
A
Although
I
experienced
mom
ents
of
peace
and
b
l
iss,
I
obs
erv
e
d
that
I
was
holding
feelings
of
anger
and
judgm
e
n
t
toward
m
y
self
@
A
How
did
those
feelings
serve
you?
@
asked
A.J.
A
They
m
a
de
m
e
feel
sorry
for
m
y
self.
They
m
ade
m
e
f
eel
jus
tif
ied
in
f
ee
l
ing
the
way
I
have
felt
m
y
whole
life,
@
said
Robert.
A
All
situations
are
neutral
until
you
give
them
m
e
aning,
@
said
A.J.
A
Te
m
e
anings
you
give
to
your
experiences
determ
ine
how
they
affect
you.
To
change
from
being
angry
and
judgm
e
ntal,
you
first
have
to
own
your
interpretation.
A
Next,
in
order
for
you
to
learn
how
to
be
neutral,
you
need
to
ask
yourself,
In
this
situation,
w
hat
did
I
learn
about
me?
Your
answer
will
pr
e
v
ent
th
is
kin
d
of
situatio
n
from
ever
controlling
you
again.
So,
R
obert,
what
do
you
need
to
learn
from
your
anger?
@
A
I
need
to
learn
not
to
blam
e
others
for
problem
s
I
have.
Problem
s
that
ke
ep
me
being
angry,
and
judgm
e
n
tal,
@
Robert
replied.
A
You
can
trade
them
in
for
other
feelings
by
releasing
your
angry
ones,
@
A.J.
said.
As
he
thought
about
A.J.
=
s
words,
a
feeling
of
peace
cam
e
over
him
while
he
exhaled
a
deep
breath.
A
Wow,
thank
you,
A.J.
I
feel
bette
r
already,
now
I
know
what
to
work
on.
@
Since
the
next
day
was
Saturday
A.J.
want
ed
Robert
to
com
e
back
to
his
cottage
at
10
a.m
.
to
be
initiated.
This
was
a
sp
ecial
ceremony
that
Swa
m
iji
had
asked
A.J.
to
give
Robert.
A.J.
told
Robert
he
will
give
him
a
special
m
a
ntra
(Hindu
words
that
cause
a
positive
vibratory
effect),
to
use
for
future
m
e
ditations
and
told
him
to
fast
until
after
the
in
itiation
.
A
I
will
be
h
e
re
with
m
y
empty
stom
ach,
@
Robert
said.
He
walked
to
his
hotel
just
four
blocks
away.
The
next
m
o
rning,
Robert
knocked
on
A.J.
=
s
door.
It
was
10
a.m
.
on
the
dot,
and
indeed
he
w
a
s
hungry.
A
Good
m
o
rning,
@
said
A.
J.
A
Good
m
o
rning,
@
Robert
said,
as
they
both
pranam
ed.
A
Please
sit
d
o
wn,
@
A.J.
s
a
id
as
he
m
otioned
his
hand
toward
the
m
a
t
on
the
floor,
A
and
m
e
ditate
for
a
few
m
i
nutes,
I
am
alm
o
st
ready.
@
He
lit
several
cand
l
es
and
poured
water
in
to
a
sm
all
brass
cup
then
sa
t
crosse
d
legg
ed
f
acing
Robert.
The
ro
om
was
f
illed
with
colors
and
sm
ells
from
incense
and
beau
tiful
flowers.
A.J.
chanted
Hindu
prayers
and
performed
the
ceremony
that
Swam
iji
taught
him
.
He
gave
Robert
a
m
a
ntra
and
asked
him
to
repeat
it
in
order
to
m
ake
sure
he
pronounced
the
words
correctly.
The
initiati
on
was
com
p
lete
and
the
two
m
e
n
sat
down
to
a
light
breakfast
that
A.J.
prepared.
W
h
ile
they
were
eating,
the
conversation
slowly
changed
to
work
and
the
Na
m
a
ste
program
.
62
Robert
was
impressed
with
the
p
r
ogram
and
the
peaceful,
pro
ductive
environm
ent
he
experienced
while
at
Superior
Incense.
A
Do
you
think
your
program
would
work
at
my
com
p
any
in
Am
erica?
@
Robert
asked.
A
Yes.
But,
perhaps
Am
e
r
icans
have
differe
nt
needs.
It
should
still
work
with
som
e
modifications,
@
A.J.
answered.
A
W
hat
would
it
take
to
have
you
work
for
m
e
?
@
Robert
asked.
A
It
has
to
f
ee
l
lik
e
the
rig
h
t
thing
f
o
r
m
e
to
do,
@
s
a
id
A.J.
A
W
hat
if
I
double
your
salary?
@
Robert
asked.
A
It
=
s
not
about
m
oney,
@
s
a
id
A.J.
A
I
am
already
making
m
ore
than
I
need.
Would
you
like
to
com
e
back
here
tonight
fo
r
dinner
and
we
can
discuss
it
then?
@
Robert
thanked
him
,
A
I
don
=
t
want
to
put
you
out,
why
don
=
t
you
com
e
to
dinner
at
my
hotel?
T
hey
have
a
great
vegetarian
restaurant
I
would
like
you
to
experience.
@
Robert
respected
and
adm
i
red
A.J.
a
nd
want
ed
to
be
close
to
him
.
He
experienced
a
sense
of
fullness
and
th
e
ability
to
truly
be
him
s
elf
in
his
p
r
esence.
This
was
som
e
thing
he
did
not
experience
with
other
peop
le.
He
was
anxious
to
hear
A.J.
=
s
decision.
That
evening,
Robert
went
down
to
the
re
staurant
early
and
was
having
tea
while
waiting
for
A.J.
Robert
waved
his
hand
to
get
A.J.
=
s
atten
tion
fro
m
across
the
restau
ran
t
.
As
A.J.
sat
down,
Robert
sm
iled
broadly
but
wa
s
unable
to
see
any
decision
on
A.J.
=
s
face.
A
I
hope
you
don
=
t
m
i
nd,
@
Robert
said.
A
I
ordered
som
e
appetizers
for
us.
@
Just
then
the
waitress
brought
two
plates,
one
w
ith
Samosa,
and
the
other
with
Vegetable
Pakora.
The
two
m
e
n
ate
and
talked.
Robert
didn
=
t
want
to
p
r
y
f
o
r
A.J.
=
s
answer.
A
W
hy
are
you
eating
so
fast?
@
A.J.
asked,
A
I
know
the
food
is
good
but
it
is
not
good
for
the
digestion
to
rush
a
m
eal.
@
Robert
said,
A
I
=
m
a
little
anxious
to
k
now
your
answer.
I
don
=
t
want
to
be
im
polite
but
I
just
have
to
know.
@
A
Robert,
I
have
m
a
de
m
y
decision,
but
I
w
ould
like
to
say
this
before
I
tell
you
what
I
have
decided.
@
A
Fair
enough,
@
said
Robert.
63
64
AY
I
never
w
anted
to
leav
e
the
ash
r
am.
I
wanted
to
be
like
Sw
am
iji
and
te
ach
there,
but
obviously
that
was
not
m
y
karm
a
or
destiny.
I
ha
d
to
surrender
what
m
y
ego
thought
I
wanted,
which
was
di
fferent
from
my
destiny.
I
will
go
with
you
to
California
Y@
A
Great!
@
Robert
shouted
as
he
jum
ped
out
of
his
chair.
Other
diners
turned
to
look
at
him
.
AY
as
I
was
g
oing
to
say,
I
will
go
with
you
on
two
conditions
,
@
continued
A.J.
Looking
a
bit
em
barrassed,
Robert
wondered
what
the
conditions
were,
and
if
he
could
live
up
to
them
.
The
waitress
cam
e
over
to
take
their
order.
A.J.
hadn
=
t
had
m
u
ch
of
a
chance
to
look
over
the
m
e
nu,
but
ordered
the
G
obhi
Alu.
A
I
will
hav
e
the
Daal
M
a
khini,
and
w
e
would
like
a
side
ord
er
of
Raita,
an
d
tea
f
o
r
both
of
us
please.
@
said
Robert.
A.J.
began
again,
A
As
I
was
saying,
there
are
two
conditions
you
m
ust
agree
to
fi
rst
.
@
A
W
h
at
are
th
ey?
@
A
Num
b
er
one,
I
would
like
you
to
co
mmit
to
becom
i
ng
a
teacher
of
the
NAMASTE
program
and
num
b
er
two,
you
cannot
tell
anyone
that
I
am
a
swa
m
i."
Robert
was
reliev
e
d
that
the
second
c
ondition
was
easy
for
him
to
do,
but
wasn
=
t
so
sure
abou
t
the
first
on
e.
In
either
case
he
was
elated
to
m
a
ke
the
ag
reem
ent.
They
both
sm
iled
and
pranam
ed
each
oth
e
r
and
contin
ued
with
their
m
eal.
A.J.
needed
about
three
weeks
to
put
th
ings
in
order
at
Superior
Incense,
and
wanted
to
visit
Swam
iji
bef
o
re
he
lef
t
f
o
r
San
Diego
and
P.T.
Robert
told
him
he
woul
d
se
nd
an
airline
ticket
and
pick
him
up
at
the
airport
in
San
Diego.
A.J.
could
stay
with
him
at
his
hom
e
as
long
as
he
wanted
to
so
he
would
not
have
to
worry
about
where
to
stay.
They
finished
their
m
eal
by
sharing
desserts
of
mango
ice
cream
and
rice
pudding,
and
continued
talking
abou
t
the
NAMASTE
program
at
P.T.
The
next
m
o
rning
A.J.
told
Mr.
Patel
about
his
decision
to
go
to
Am
erica
and
work
with
Robert.
He
told
him
about
som
e
ideas
he
had
for
the
NAMASTE
program
over
there.
Mr.
Pate
l
s
m
iled
B
he
knew
he
would
be
leaving
som
e
day
to
pursue
grander
challenges,
and
he
was
happy
for
him,
but
he
didn
=
t
expect
it
to
com
e
so
soon.
Then
with
a
m
ore
serious
look
he
asked,
A
Did
I
ever
tell
you
the
story
ab
out
the
restaurant
business
I
had?
@
A
No,
@
said
A.J.
A
but
I
do
rem
e
m
b
er
you
m
e
ntioned
you
once
had
one.
@
A
W
e
ll,
let
m
e
tell
you
about
it.
It
m
i
ght
be
helpf
ul
for
you
to
know
a
little
bit
about
the
A
m
erican
culture.
Before
I
bought
the
incense
business,
I
owned
a
fast
food
vegetarian
restaurant.
I
called
it
>
Food
for
Thought.
@
W
e
had
a
healthy
and
creative
m
enu.
Buddha
=
s
Delight,
Sam
a
dhi
Salad,
and
the
Nirv
ana
Float
were
only
a
few
of
the
item
s
we
offered.
A
One
day
an
Am
erican
b
u
sinessm
an
cam
e
in
and
after
his
lunch
he
asked
m
e
if
I
would
be
interested
in
m
a
king
m
ore
money?
I
s
a
id
cer
tain
ly.
He
told
m
e
that
he
h
ad
a
ma
s
t
e
r
=
s
deg
r
ee
from
the
Harvard
School
of
Bu
siness,
and
was
successful
investm
e
nt
banker.
So
I
listened
to
him
carefully.
He
told
m
e
I
should
open
m
ore
restaurants
and
hire
com
p
etent
m
a
nagers.
Eventually
I
coul
d
even
franchise
my
unique
restaurant.
H
e
said
that
he
could
draw
up
a
busines
s
plan
and
h
elp
m
e
raise
the
cap
ita
l.
W
ithin
ten
years,
I
could
retire
a
wealthy
m
a
n
and
have
lots
of
leisure
tim
e
.
A
He
then
asked
m
e
how
I
spent
m
y
tim
e.
I
told
him
I
wake
up
early
in
the
morning
to
m
e
ditate,
I
take
a
long
w
a
lk
to
ex
ercise,
and
have
breakfast
w
ith
m
y
wife
and
two
children.
I
spend
som
e
ti
m
e
playing
with
my
children
and
go
to
work.
Several
tim
e
s
each
week
in
the
even
in
gs,
I
m
eet
with
friend
s
to
discuss
sp
iritual
m
atters
.
The
businessm
an
said
>
you
will
have
to
spend
m
uch
more
tim
e
wor
king
if
you
want
to
be
successful.
=
I
told
him
that
I
m
a
ke
enough
m
oney
now
to
take
care
of
m
y
fam
ily
and
consider
m
y
self
already
successf
ul.
Why
should
I
sacrifice
all
the
things
that
nurture
my
soul
only
to
m
a
ke
more
money
than
I
n
eed?
I
thought
he
saw
m
y
point
of
view.
A
He
kept
co
m
i
ng
back
for
lunch
and
kept
pushin
g
m
e
until
I
gave
in
and
went
against
m
y
i
n
tuition.
I
thought
I
m
i
ght
be
happier
having
a
bigger
house,
a
m
o
re
expensive
c
ar,
and
m
o
re
m
ateria
l
th
ings
in
m
y
life.
So,
we
built
the
f
r
anc
h
ise
by
wor
k
ing
from
m
o
rning
till
nigh
t
traveling
all
around
the
city
until
we
h
a
d
four
restaurants
in
ab
out
a
year
and
a
half.
I
was
always
away
from
m
y
fam
ily.
They
were
angry
at
m
e,
m
y
friends
no
longer
stopped
by,
and
I
no
longe
r
had
tim
e
to
m
e
ditate
and
exercise.
A
I
found
m
y
self
lonely,
exhausted,
and
unhappy
with
m
y
ne
w
life-style.
I
decided
I
had
to
ge
t
back
to
a
s
impler
lif
e
so
I
sold
m
y
share
of
the
restaurants
to
the
Am
erican.
Coincidentally
at
about
the
sam
e
time
I
f
ound
out
the
old
m
a
n
I
had
worked
for
m
a
king
incense
had
died.
I
went
to
his
wife
and
bought
the
business
from
her.
Be
careful
of
your
m
a
terial
desires
and
do
not
fall
into
the
businessm
an
=
s
trap
when
you
go
to
Am
erica,
@
Mr.
Patel
ended.
A
That
is
an
interes
t
s
t
ory
,
Mr.
Pate
l,
I
will
be
c
are
f
u
l.
@
A.J.
said.
A
I
apprec
iate
the
opportunity
you
have
given
m
e
to
create
the
NAMASTE
program
here
at
Superior
Incense,
and
I
am
grateful
that
you
are
the
k
i
nd
o
f
m
a
n
who
i
s
willing
to
take
a
risk
to
65
66
m
a
ke
things
work
better
for
your
workers
and
your
com
p
any.
W
ithout
your
support
none
of
this
could
have
happened.
@
A
I
am
honor
ed
to
have
had
you
here
at
the
com
pa
ny
and
am
a
l
so
grateful
for
the
positiv
e
cha
nges
tha
t
yo
u
are
r
espon
sible
f
o
r,
@
said
Mr.
Patel.
A
You
truly
brought
the
ashram
to
this
factory.
A.J.,
now
that
you
are
leaving,
have
you
given
any
thought
as
to
who
will
rep
l
ace
you
?
@
A
Yes
I
have.
Since
I
first
m
a
de
the
decision
to
leave
I
have
been
m
e
ditating
on
this
m
ater.
And
the
im
age
of
one
pe
rson
continually
com
es
to
m
y
m
i
nd
Y@
A
Tell
m
e
,
tell
m
e
,
who
is
it?
@
A
Sridhar!
@
Mr.
Patel
said,
A
A
perfect
choice.
He
has
m
a
de
rem
a
rkable
changes,
both
in
his
personal
life
and
with
his
departm
e
nt.
Mana
gers
are
seeking
his
advice
and
people
are
inspired
by
his
new
attitude.
@
For
two
weeks,
bef
o
re
le
aving
to
v
i
sit
Sw
am
iji
at
the
ashr
am
,
A.J.
trained
Sridhar
to
take
on
th
e
larg
er
role
as
general
manage
r
and
program
director.
*****
When
he
arrived
at
the
ashram
he
fo
und
a
place
under
a
tree
in
which
he
could
relax
and
meditate.
Life
was
changing
rapidly
for
A.J.
and
he
appreciated
the
serenity
of
the
ashram
,
and
the
closeness
of
his
old
frie
nds
more
than
ever.
A.J.
went
to
Swam
iji
=
s
quarters
to
m
eet
with
his
guru,
and
told
him
about
his
new
quest
to
Am
erica.
Swa
m
iji
was
pleased
an
d
proud
to
s
ee
hi
m
serving
a
higher
power
by
revealing
his
destiny
to
spread
the
NAM
ASTE
program
to
Am
erica.
A
My
son,
you
are
going
on
a
journey
to
a
different
way
of
life
in
Am
erica.
It
is
not
better
or
worse,
good
or
bad,
sim
p
ly
diffe
rent.
Alway
s
look
for
th
e
place
in
others
where
y
ou
and
they
becom
e
one.
A
Am
ericans
are
m
o
re
strongly
controlled
by
their
senses
and
desire
for
m
aterial
rewards,
which
distorts
their
sp
ir
itua
l
reality.
The
y
also
f
o
cus
more
on
the
diversities
and
differences
in
people
than
their
oneness.
Understand
what
you
ar
e
dealing
with
and
do
not
allow
adversity
to
alter
your
peace
of
m
i
nd
and
intention.
A
There
will
be
initia
l
res
i
stan
ce
to
yo
ur
tea
c
hings,
but
tha
t
will
change.
Sta
y
comm
itted
to
your
m
i
ssion
and
great
success
will
follow.
W
h
en
desires
are
lim
ited,
th
en
there
is
peace.
@
A.J.
thanked
Swam
iji
f
o
r
his
ins
i
ghts.
67
Over
the
next
week
A.J.
visited
Ganji
and
other
old
friends,
sat
by
Swam
i
j
i
=
s
feet,
m
e
ditated,
and
thought
about
how
happy
and
peacef
ul
he
was
at
the
ashram.
He
knew
he
could
be
content
staying
ther
e
and
not
going
to
A
m
erica.
The
night
before
his
departure
he
did
not
sl
eep
at
all.
He
struggled
all
night
with
feeling
fulfilled
at
the
as
hram
and
wan
ting
to
go
out
into
th
e
unknown
to
fulfill
his
destiny.
He
was
overcom
e
with
sadness
and
could
not
bear
to
say
good-bye
to
everyone,
so
he
lef
t
ea
rly
in
the
morning
f
o
r
th
e
airpo
r
t.
68
CHANGE
YOUR
BEL
I
EFS
AND
BECOME
WHO
YOU
WANT
TO
BE.
BELIEFS
CREATE
THOUGHTS:
YOU
BEC
O
ME
W
H
AT
YOU
T
H
INK;
69
CHAPTER
ELEVEN
A.J.
Leaves
for
San
Diego
Once
on
the
airplane,
which
was
A.J.
=
s
first
flying
experience,
he
continued
to
wonder
if
he
was
m
a
king
the
right
ch
oice.
C
onflict
filled
his
m
i
nd
until
he
thought
ab
out
all
the
positive
results
th
at
cam
e
from
teaching
the
NAMASTE
program
.
Just
as
a
candle
=
s
flam
e
melts
the
wax,
so
too
A.J.
=
s
confidence
in
m
a
king
the
right
decision
and
new
peace
o
f
m
i
nd
m
elted
his
fear.
At
that
m
o
ment
a
heavy
carry
-on
bag
hit
him
on
the
shoulder.
A
s
he
looked
up,
an
attr
active,
young
lady
apologized
and
said,
A
I
=
m
so
sorry,
did
I
hurt
you?
@
A
No,
@
A.J.
s
a
id,
A
I
=
m
not
hurt,
can
I
give
you
a
ha
nd
getting
your
bag
in
the
overhead
co
mpartm
ent?
@
A
Thank
you
very
m
uch,
@
the
young
lady
said.
A
I
appreciate
your
help.
@
She
moved
to
her
seat
on
the
other
side
of
A.J.
She
had
noticed
him
when
they
were
inside
the
term
inal
and
was
dazzled
by
how
handsom
e
he
was.
She
was
thrilled
to
see
that
h
e
r
seat
was
next
to
his.
Looking
for
an
opport
unity
to
get
a
conversation
started
she
said,
A
My
nam
e
is
Sandra.
@
I
=
m
a
school
teacher
in
San
Diego,
do
you
live
there?
@
A
It
=
s
nice
to
m
eet
you
Sa
ndra,
m
y
na
m
e
is
A.J.
a
nd,
no
Y
well
Y
yes.
I
guess
I
will
be
living
there.
@
A
You
sound
confused.
@
A
I
just
rea
liz
ed
I
won
=
t
be
living
in
India
any
longer,
@
A.J.
said.
A
W
hat
does
A.J.
stand
for?
@
A
Ajathan
@
A
W
h
at
will
y
ou
be
doing
in
San
Dieg
o,
Ajathan
?
@
asked
Sandra.
A
Please
call
m
e
A.J.
@
He
then
told
her
about
th
e
NAMASTE
program
and
why
he
was
m
oving
to
San
Diego.
She
was
impressed
with
his
sincere
desire
to
help
people
becom
e
awa
r
e
of
their
spiritual
nature,
but
was
surprised
that
this
was
occurring
in
a
work
environm
ent.
She
thought
the
NAMASTE
program
would
be
a
terrific
workshop
for
teachers.
She
thought
it
would
b
e
a
good
prog
ram
for
her
high
school
students
too.
They
talked
for
hours
and
shar
ed
their
opinions
and
ideas
on
a
wide
variety
of
subjects
and
cultural
differences.
A
How
do
you
know
so
much
about
India
=
s
culture
when
you
live
in
San
Diego?
@
A.J.
asked.
A
My
f
ather
is
in
the
Dip
l
om
atic
Corp
.
A
nd
I
spent
half
of
m
y
life
growing
up
in
India,
and
the
other
half
in
California.
Knowing
the
cultura
l
differences
is
part
of
m
y
fat
her
=
s
job.
W
e
used
to
discu
ss
these
things
over
the
dinner
table
when
I
was
young.
@
A
Perhaps
you
would
tell
m
e
wh
at
to
expect
in
Am
erica?
@
A.J.
asked.
A
I
would
lov
e
to.
The
main
th
ing
yo
u
will
need
to
be
aware
o
f
is
what
I
like
to
call
the
>
ER
Syndrom
e.
=@
A
W
h
at
is
tha
t
?
@
A
W
ell,
in
Am
erica,
@
she
said,
A
everyone
has
to
do
things
that
end
with
the
letters
>
ER.
=
They
have
to
be
thinn
er
,
rich
er
,
young
er
,
fast
er
,
healthi
er
,
pretti
er
,
pushi
er
,
sm
art
er
,
and
bett
er
.
And
if
you
take
any
of
them
too
far
you
will
end
up
in
the
>
ER
=
B
the
em
ergency
room
in
the
h
o
spita
l.
@
A.J.
s
m
iled
and
said,
A
It
=
s
interesting
that
Am
erican
s
want
to
be
younger.
In
India,
it
=
s
just
the
opposite,
people
gain
m
ore
respect
as
they
grow
older.
A
Am
ericans
think
they
have
to
do
things
fa
ster
be
cause
th
ey
were
taugh
t
that
tim
e
is
m
oney.
They
forget
that
their
health
suffe
rs
when
they
spen
d
all
of
the
i
r
tim
e
rushin
g
to
get
things
done,
@
Sandra
said.
A
To
live
lif
e
f
aster
is
to
s
k
ip
the
m
ain
pur
pose
of
life.
Life
m
u
st
be
enjoyed
as
it
happens.
We
cannot
be
healthy
and
happy
if
we
rush
through
life.
It
is
wiser
to
be
patient
and
allow
thing
to
happen
naturally,
@
A.J.
said.
A
I
like
your
philosophy
and
I
know
people
will
greatly
benefit
from
your
program
,
@
Sandra
said,
A
I
also
think
you
will
feel
at
hom
e
in
San
Diego,
we
have
m
a
ny
yoga
institutes
there.
@
After
m
a
ny
hours
in
the
air,
f
light
102
from
Delhi
to
San
Diego
was
about
to
land.
Sandra
asked
if
she
could
hold
his
hand,
landing
s
always
frightened
her.
He
thought
to
him
self
that
this
was
another
fi
rst;
he
had
never
held
a
young
wom
a
n
=
s
hand.
He
experienced
a
sensation
he
ha
d
never
felt
before,
but
didn
=
t
show
it.
He
recalled
the
story
Mr.
Patel
had
told
him
and
the
warning
he
ga
ve
about
desires
and
attachments.
As
a
swa
m
i,
he
had
taken
a
vow
of
celibacy
and
wa
s
not
about
to
allow
th
ese
new
feelings
to
throw
him
off
the
track
of
his
m
i
ssion.
Yet,
the
truth
was
he
did
have
feelings
for
her,
which
he
tried
to
push
down
into
the
depths
of
his
being.
The
jet
m
a
de
a
gentle
landing
and
A.J.
released
Sandra
=
s
hand.
He
asked
if
he
could
help
her
by
getting
her
bag
from
the
ove
rh
ead
com
p
artm
ent.
She
was
pleased
with
his
request.
She
also
liked
the
f
act
that
he
was
such
a
gentleman.
As
they
walked
toward
the
baggage
clai
m
area,
A.J.
noticed
Robert
looking
for
him
and
with
excitem
e
nt
waved
to
get
his
attention.
The
two
pranam
ed
each
other
and
A.J.
introduced
Sandra.
70
Sandra
turned
to
A.J.
and
said,
A
Robert
and
I
are
old
friends.
O
u
r
fathers
w
e
nt
to
colleg
e
toge
ther.
@
A
You
have
got
to
be
kidding,
@
said
R
obert.
A
How
do
you
two
know
each
other?
@
A
W
e
sat
toge
ther
and
talk
ed
the
en
tir
e
trip,
@
Sandra
said.
Robert
suggested
that
he
drop
Sandra
off
at
her
hom
e.
On
the
way,
Robert
told
A.J.
how
enthusiastic
his
m
a
nagers
were
about
A.J.
=
s
arrival
and
the
NAMASTE
program
.
Arriving
at
her
house
both
A.J.
and
Robert
helped
with
the
luggage.
Sandra
was
grateful
and
didn
=
t
want
them
to
leave,
so
she
asked
them
in
for
a
drink.
A
T
hanks
for
the
invitation,
@
Robert
answ
ered,
A
But
I
want
to
get
A.J.
settled
into
his
new
living
quarters.
@
A
W
e
could
com
e
in
for
a
few
m
i
nutes,
@
A.J.
said.
A
part
of
him
wanted
to
stay
connected
w
ith
Sandra.
A
W
e
have
so
m
u
ch
to
do
today
we
really
should
be
going
and
besides
I
=
m
sure
you
are
tired
fro
m
such
a
lon
g
trip,
@
Robert
said.
A
Maybe
we
can
all
get
togeth
er
in
the
next
few
days,
@
Sandra
suggested.
Both
m
e
n
agreed
and
said
their
good-byes.
Robert
took
a
scenic
route
along
the
Coast
Highway
to
his
hom
e
.
A.J.
was
awed
by
the
beauty
of
the
b
each
es
and
astounded
by
the
affluence
of
the
community.
Everything
here
wa
s
so
different
from
the
poor
comm
unities
he
was
used
to
in
India.
They
arrived
at
Robert
=
s
hom
e
,
which
was
located
in
a
wooded
area
about
a
m
ile
from
the
beach.
A
A.J.,
I
have
prepared
a
room
for
you
in
m
y
house.
I
hope
yo
u
will
like
it,
@
Robert
said.
A
I
am
sure
it
will
be
f
i
ne,
@
A.J.
replied.
That
evenin
g
A.J.
assisted
Robert
with
his
m
e
diation
practice.
Robert
explained
that
during
one
m
e
dita
tion
he
experienced
becom
i
ng
very
calm
and
then
had
a
feeling
of
spinning,
w
hich
frightened
him
.
A
I
becam
e
scared
as
I
lo
st
my
sense
of
m
y
self.
As
if
Robert
no
longer
existed.
@
A
One
has
to
surrender
the
personality
or
indi
v
i
d
u
al
se
lf
to
merge
with
th
e
inf
i
nite
self,
@
A.J.
said.
A
W
hat
happened
was
a
sign
of
progressing
in
your
practice.
The
absence
of
thoughts,
an
objective
of
m
e
diation
,
will
becom
e
less
d
i
fficult
with
p
r
actice.
The
purpose
of
m
e
ditation
is
to
experience
our
spir
itual
nature,
which
occurs
autom
a
tically
by
71
72
tam
i
ng
the
m
i
nd.
@
He
felt
Robert
=
s
m
e
diation
practice
would
be
an
im
portant
factor
in
enhancing
h
i
s
skills
as
a
teacher
of
th
e
NAMASTE
program
.
73
SPEND
TIM
E
EACH
DAY
NOT
T
H
INKING
CHAPTER
TW
ELVE
The
First
D
a
y
at
P.T.
The
next
m
o
rning,
after
a
hearty
breakfas
t,
the
two
m
e
n
left
for
P.T.
(Pacific
Technology).
A
W
ould
you
like
to
drive?
@
Robert
asked
A.J.
A
I
would
love
to
drive,
@
he
replied,
A
but
I
have
never
driven
before.
@
A
I
will
be
yo
ur
driv
ing
g
u
ru,
@
Robert
joked.
A
It
=
s
just
the
opposite
of
m
e
ditation.
You
have
to
be
aware
of
everything
that
=
s
going
on,
which
totally
absorbs
you
into
physical
reality.
@
A.J.
said,
A
I
=
m
not
ready
for
that
today
but
I
would
like
to
try
som
e
ti
m
e
soon.
@
They
arrived
at
the
P.T.
office
and
factory
com
plex
which
housed
the
company
=
s
350
em
ployees.
Robert
noticed
a
puzzl
ed
expression
on
A.J.
=
s
face
as
he
pulled
into
his
personally
m
arked
parking
space.
A
Is
som
e
thing
wrong?
@
A
I
=
m
not
sure,
@
said
A.J.
A
W
hy
is
your
nam
e
painted
on
the
ground?
@
A
Because
I
am
the
owner
of
the
co
m
p
any
and
this
is
where
I
p
a
rk.
@
A
W
hy
are
those
other
nam
e
s
painted
on
the
ground?
@
A.J.
asked.
A
Those
are
for
the
o
t
her
executives
o
f
the
com
p
any.
@
A
W
e
didn
=
t
h
a
ve
that
at
the
Incens
e
Factory,
@
A.J.
said.
Robert
was
too
im
patient
to
think
about
A.J.
=
s
comment.
His
excitem
e
nt
to
show
s
off
the
inside
of
his
corporate
headquarters
overpowered
him.
Once
inside
the
building
A.J.
was
impresse
d
with
the
polished
white
m
a
rble
walls
and
floors,
huge
windows
and
an
elevator
which
he
had
never
experienced
before.
A
Follow
m
e
,
@
said
Robert,
A
I
will
give
you
the
grand
tour.
@
He
led
the
w
a
y
through
th
e
m
aze
of
large
hallways.
A
W
h
at
is
this
room
,
Robert?
@
A
It
=
s
one
of
our
restroom
s.
I
bet
you
have
never
seen
anything
like
this
in
India.
@
Robert
led
him
into
the
elegant
restroom
with
its
black
m
a
rble
counters,
walls
and
floors,
and
brass
p
l
ated
faucets.
74
A.J.
immediately
noticed
the
disparity
between
the
opulence
and
the
m
e
ssiness
of
soiled
paper
towels
lying
on
the
floor
ar
ound
the
wastebasket
and
water
all
over
the
counters.
O
n
his
way
out,
he
washed
and
dr
ied
his
hands
then
used
the
towel
to
blot
water
up.
He
stooped
down
to
pick
towels
up
from
the
floor.
A
You
=
re
not
supposed
to
do
that,
@
Robert
said,
A
We
have
janitors
to
clean
this
up.
@
A.J.
stopped,
turned
toward
Robert,
l
eaned
back
on
the
counter,
and
looked
silently
at
him
in
his
teaching
m
ode.
Feeling
a
little
on
the
defensive
Robert
said,
A
You
are
giving
m
e
that
look
again.
What
is
wrong
this
tim
e
?
@
A
Help
m
e
clean
this
m
e
s
s
up
and
tell
m
e
what
you
think,
@
A.J.
said.
A
I
think
there
m
ay
be
a
connection
betw
een
the
p
arking
lot
an
d
this
m
essy
restroom
,
but
I
=
m
not
sure
what
it
is.
@
A.J.
asked,
A
Why
did
you
bring
m
e
here
to
Am
erica?
@
A
To
help
m
a
ke
things
better.
@
A
W
hy
do
you
think
people
throw
paper
towe
ls
on
the
floor
an
d
not
in
the
waste
basket?
@
A
Perhaps
they
don
=
t
care,
or
they
are
angry
?
@
Robert
asked.
A.J.
said,
A
They
don
=
t
think
their
actions
affect
everyone
in
the
com
pany.
@
A
I
don
=
t
get
it.
How
would
paper
towe
ls
on
the
floor
affect
everyone?
@
A
Let
=
s
com
pare
your
company
to
the
hum
an
body.
The
organs
are
the
different
departm
e
nts,
the
cells
are
your
em
ployees,
the
m
i
nd
is
the
managem
e
nt
style
and
corporate
culture,
and
the
circulatory
syst
em
is
the
communication.
W
hat
do
you
think
the
dirty
restroom
indicates?
@
A
I
guess
it
means
an
infection
is
setting
in.
@
A
Very
good,
@
said
A.J.,
A
You
have
to
be
the
m
odel
that
everyone
follows
otherwise
the
NAMASTE
program
won
=
t
work.
@
A
I
thought
that
was
goi
ng
to
be
your
job,
@
Robert
said.
After
a
short
pause
he
asked,
A
Do
I
have
to
giv
e
up
m
y
par
king
space
too?
@
A
That
=
s
up
to
you
Robert.
Let
m
e
tell
you
one
m
or
e
thing.
Separating
and
m
a
king
som
e
people
feel
m
o
re
important
than
others
-in
the
parking
lot
where
som
e
people
have
their
own
spaces
and
o
t
h
e
rs
don
=
t,
an
d
in
the
restr
o
om
wh
ere
som
e
people
can
m
ake
a
75
76
m
e
ss
and
others
have
to
clean
it
up-is
perpet
uating
the
separation.
My
job
is
to
m
a
ke
people
aware
of
their
on
eness,
and
to
change
the
patterns
of
separation.
@
A
A.J.
I
love
it
when
you
point
these
things
out
to
m
e
.
What
you
say
is
so
basic,
yet
so
easy
to
m
i
ss.
This
is
why
I
wanted
you
to
com
e
over
here
to
P.T.
@
Robert
continued
the
tour.
He
introduced
A.J.
as
the
new
training
m
a
nager.
A.J.
wanted
to
pranam
,
but
people
did
not
understa
nd
this
custom
so
instead
he
gave
each
person
an
A
m
erican
hand
shake.
He
decided
to
explain
the
concep
t
of
pranam
ing
when
he
did
the
training.
Robert
showed
him
his
new
executive
size
office,
which
had
an
eastern
view
of
the
m
ountains.
A
This
is
yours,
@
Robert
said.
A
This
is
wonderful,
thank
you
@
,
A.J.
said.
A
Let
m
e
know
if
there
is
anything
you
n
eed.
My
office
is
just
across
the
h
all.
@
They
pranam
ed
and
Robert
left.
For
the
rem
i
nder
of
the
day
A.J.
walked
around
the
com
plex
talking
to
workers,
and
m
a
king
notes.
Everyone
seem
ed
to
rela
x
around
him
and
talk
openly.
He
e
m
anated
an
aura
of
safety,
trus
t,
and
acceptan
ce.
Workers
were
able
to
be
honest
and
feel
s
ecure
in
being
them
selves.
In
fact,
they
were
surprised
to
hear
self-revealing
words
fl
owing
from
their
hearts.
Almost
every
one
was
able
to
see
tha
t
A.J.
was
dif
f
e
rent
as
he
look
ed
into
their
eyes
,
ta
lked
slowly,
em
itted
com
passion,
appeared
centered
and
connected
to
a
spiritual
center.
They
were
also
curious
as
to
what
kind
of
training
he
wa
s
going
to
do.
W
hen
asked,
A.J.
would
say,
A
Training
that
will
enhan
ce
the
quality
of
your
lif
e.
@
Jim
Billkoski,
a
supervisor,
was
the
only
person
who
did
not
relax
around
A.J.
He
was
frightened
that
A.J.
was
going
to
change
things
in
his
departm
e
nt.
He
saw
A.J.
as
a
threat
to
h
i
s
authority
and
comfort
level,
so
he
reacted
in
a
com
b
ative
manner.
A
W
e
are
doing
just
fine
and
don
=
t
need
another
program
,
@
Jim
reported.
A
I
respect
your
point
of
view,
but
the
decision
has
already
been
m
a
de
by
Mr.
Stern,
@
A.J.
replied.
Realizing
where
Jim
was
com
i
ng
from,
A.J.
took
the
tim
e
to
address
his
fears
and
practice
what
he
preached
about
seeing
th
e
oneness
in
everyone.
He
explained
the
dynam
i
cs
of
the
program
and
showed
that
it
will
not
interfere
with
his
authority
or
contro
l
of
his
em
ployees.
He
went
on
to
say
th
at
the
progr
am
has
other
b
e
nef
its
tha
t
will
overflow
into
his
personal
life
as
well.
W
ith
clarity
of
m
i
nd
and
centeredness,
A.J.
=
s
eyes
appeared
as
a
m
i
rror
to
J
i
m
.
He
saw
himself
as
an
intense,
fearful,
angr
y,
and
worried
person.
F
eelings
deep
within
were
triggered,
and
he
felt
em
otions
about
problem
s
he
was
having
with
is
daughter.
Jim
then
apologized
to
A.J.
for
his
behavi
or
and
told
him
about
the
trouble
he
was
having
at
hom
e
.
A
My
seventeen
-year
old
daugh
ter,
Grace,
is
hanging
aro
und
with
the
wrong
group
of
friends,
and
her
grad
es
are
fallin
g.
I
am
so
a
ngry
because
she
won
=
t
listen.
She
is
driving
us
craz
y.
My
wife
and
I
argue
about
it
all
the
tim
e
.
Could
you
please
h
elp
m
e?
@
Jim
as
ked
in
desperation.
A.J.
answered
imm
e
diately,
A
Yes.
The
first
two
points
of
m
y
program
are
to
nurture
the
p
o
sitiv
e,
and
acknowledg
e
the
div
i
nity
in
everyon
e.
These
tw
o
aspects
are
usually
a
good
problem
solving
m
e
thod.
A
Let
=
s
apply
it
to
your
situation,
@
A.J.
suggested.
A
Are
you
approaching
your
daughter
in
a
positive
m
a
nner?
@
A.J.
asked.
A
Probably
not,
@
Jim
replied.
A
W
h
at
can
you
do
to
dis
cuss
your
ob
servations
w
ith
your
d
au
ghter
in
a
po
sitiv
e
way?
@
A.J.
asked.
A
Instead
of
m
a
king
her
wrong
and
criticizing
her
actions,
I
can
tell
her
I
love
her
and
am
conc
erned
about
her
choices.
Then
she
might
be
m
o
re
open
to
m
y
concerns,
@
Jim
said.
A
That
m
akes
sense
to
m
e,
@
A.J.
replied.
A
One
last
thing,
when
you
talk
to
your
daughter
connect
with
her
in
the
place
wher
e
both
of
you
are
one.
Not
from
the
problem,
but
from
the
solution.
See
her
divinity,
not
just
a
young
confused
girl,
and
listen
to
her
from
your
heart,
@
A.J.
said.
Jim
thought
about
it
and
then
a
look
cam
e
over
his
face
which
resem
b
led
butter
m
e
lting
in
a
frying
pan.
He
s
m
iled
and
thanked
A.J.
for
helping.
A.J.
knew
he
got
the
m
e
ssage
and
will
be
m
ore
respectful
tow
a
rd
his
daughter.
At
4
p.m
.
A.J.
went
back
to
his
office
and
organized
his
notes.
Shortly
afterward
Robert
stuck
his
head
in
the
doorway,
A
Are
you
ready
to
go
hom
e
?
@
A
Indeed
I
am,
@
A.J.
replied.
On
their
way
hom
e
Robert
m
e
ntioned
that
he
ran
into
Jim
Billkoski
who
had
great
praise
for
A.
J.
A.J.
did
not
change
the
expression
on
his
face
or
s
a
y
anything.
Robert
ask
e
d
if
there
was
som
e
thing
wrong.
A.J.
replied,
A
No.
@
77
78
A
Then
why
didn
=
t
you
take
credit
for
helping
him
with
his
problem
?
@
Robert
asked.
A
I
try
not
to
identify
m
yself
as
the
do
er
and
enlarge
m
y
ego.
I
do
what
I
do
because
of
who
I
am
.
I
feel
bless
e
d
to
be
able
to
help
people
and
it
=
s
with
m
y
guru
=
s
grace,
which
I
do
not
tak
e
cred
it
for
it.
@
Robert
thought
about
that
statem
ent
fo
r
the
rem
a
inder
of
the
ride.
He
was
learning
profound
lessons
from
his
teacher.
That
evenin
g
they
dis
cu
ssed
the
cu
lture
at
P.T.
R
obert
asked
what
differences
he
noticed
about
workers
at
P.T.
com
pa
r
ed
to
Superior
Incense.
A
I
have
been
thinking
about
the
sam
e
question
all
day,
@
A.J.
said.
A
At
Superior
Incense
there
was
a
different
feeling.
The
pur
pose
of
work
there
was
to
attain
wisdom
and
connect
with
other
workers
in
the
place
of
on
eness
while
getting
the
job
done.
Here
the
purpose
of
work
is
to
get
the
job
done
with
little
tim
e
for
hum
a
nism
or
connecting.
I
have
observed
that
your
workers
=
sp
irits
are
s
t
arv
ed,
they
seem
to
be
burnt
out.
@
A
My
job,
@
said
A.J.,
A
Is
to
create
a
paradigm
shift
at
P.T.
Im
a
gine
that
we
are
sitting
in
a
tavern
in
Ital
y
in
the
year
1491.
I
point
to
ward
th
e
ocean
and
say
to
you,
>
Be
careful
when
you
go
out
to
sea
tom
o
rrow.
Don
=
t
go
out
too
far,
or
you
may
fall
off
the
earth.
=
That
was
the
belief
system
of
that
tim
e
which
was
not
true.
A
The
belief
system
now,
at
P.T.,
is
that
there
is
no
tim
e
to
acknowledge
our
oneness
and
work
is
not
the
place
to
attain
spiritu
al
wisdom
.
A
W
e
have
to
m
ake
the
tim
e
to
connect
with
ou
r
d
eeper
s
elf
,
and
each
other
in
order
to
charge
our
spiritual
batteries.
W
hat
do
you
think?
@
A
.J.
asked.
A
W
h
en
I
visited
you
at
S
uperior
Incense,
@
Robert
said,
A
I
f
elt
a
spir
itua
l
connection
with
everyone
I
m
e
t.
It
m
a
de
m
e
fee
l
whole,
accepted,
and
cared
about.
It
was
sim
ilar
to
the
feeling
I
had
at
the
ashram
.
I
want
to
achieve
that
quality
at
P.T.
I
wasn
=
t
as
interested
in
the
productivity
perks.
A
Now,
I
understand
that
by
us
ing
your
program
,
there
will
be
lots
of
additional
benefits.
I
believe
in
you,
and
the
program
,
and
I
support
you,
@
Robert
said.
79
TO
FIND
PEACE
AND
HARMONY
ONE
HAS
T
O
SEE
THR
OUGH
ILLUSIONS
OF
THE
M
I
ND
AND
WORL
DLY
DESIR
ES
CHAPTER
THIRTEEN
Session
One
of
NAMASTE:
>
N
=
&
>
A
=
After
two
weeks
of
research
and
redesigni
ng
A.J.
felt
he
had
m
a
de
the
necessary
modifications
to
the
NAMASTE
program
for
P.T.
He
was
ready
to
teach
it
to
the
m
a
nagers
and
officers
at
the
com
pany.
He
ch
anged
its
form
at
to
four
half-day
sessions
that
would
be
held
once
a
week
for
weeks.
Sinc
e
ther
e
were
thir
ty-
t
wo
participan
ts,
he
decided
to
have
two
classes
of
sixteen.
The
first
NAMASTE
session
took
p
l
ace
in
the
co
nference
roo
m
with
everyone
sitting
on
chairs
in
a
circle.
Robert
talked
about
his
expe
rience
at
Superior
Incense
and
gave
an
overview
of
why
he
chose
to
bring
A.J.
and
NAMATE
here.
A
My
vision
is
to
create
an
en
vironm
ent
where
we
all
work
t
ogether
in
harm
ony,
as
a
supportive,
caring
team
.
I
want
you
to
get
more
out
of
your
expe
rience
at
P.T.
than
just
a
paycheck.
At
Superior
Incense
I
exp
e
rienced
a
feeling
th
at
nurtured
m
y
soul,
and
I
want
that
experience
to
be
one
of
our
goals
here
at
P.T.,
@
Robert
said.
Todd
Sadowsky,
a
thirty-eight-year-old,
ex-college
footba
ll
player,
and
the
m
a
nager
of
t
he
warehouse
said,
A
Wh
a
t
=
s
with
all
o
f
this
re
ligio
us
>
nurturing
m
y
soul
=
shit?
If
I
wanted
to
be
religious,
I
would
go
to
church.
@
A.J.
observed
Todd,
but
allowed
Robert
to
lead
and
respond.
A
That
=
s
a
good
point
Todd
and
that
=
s
exactly
m
y
point,
@
Robert
replied.
A
We
go
to
church
to
co
nnect
with
o
u
r
spiritual
self.
But,
wouldn
=
t
it
be
wonderful
to
connect
with
that
spirit
more
often
and
acknowledge
it
in
the
people
we
work
with?
I
=
m
not
talkin
g
about
religion,
I
=
m
talkin
g
about
the
place
within
all
of
us
where
th
e
spirit
resides.
@
The
audience
was
m
i
xed
on
this
point,
but
th
at
w
as
to
be
exp
ected.
The
objective
of
the
program
was
to
remove
resistance
and
experience
how
good
it
feels
to
live
and
work
from
the
perspective
of
an
open
heart.
Robert
took
advantag
e
of
the
silence
and
introduced
A.J.
whom
most
of
the
participants
already
knew.
A
W
e
lcom
e
and
thank
you
all
for
being
here,
@
he
said.
He
then
went
around
the
circle
and
shook
hands
(with
both
hands)
with
each
person
and
looked
into
their
eyes
and
said,
A
Thank
you.
@
All
but
two
people
m
elted,
as
they
experien
ced
A.J.
=
s
warm
and
loving
energy
B
Todd
and
Barbara
Beerm
a
n,
the
office
m
a
nager.
A.J.
was
lik
e
a
farm
er
planting
s
eeds
that
would
bloom
in
the
field
of
time.
A.J.
f
e
lt
tha
t
Americ
ans
would
f
eel
m
o
re
comfortable
shaking
ha
nds
with
two
hands
rather
than
pran
aming.
After
all,
the
im
portant
part
of
either
m
e
thod
is
to
conn
ect
to
the
p
l
ace
where
two
becom
e
one.
80
81
He
explained
what
each
letter
stood
for,
wh
at
pranam
means,
gave
an
overview
of
the
entire
N
A
MASTE
program
,
and
discussed
his
results
in
India.
A
Now
we
=
re
ready
to
star
t
with
th
e
f
i
rst
letter
which
is:
>
N,
=@
he
said.
A
Nurture
sp
ir
itua
lity,
b
e
p
o
sitiv
e,
encourage
f
un,
and
share
joy.
@
He
explaine
d
positiv
e
ways
to
appro
ach
negative
situa
tions
w
h
ile
a
t
work.
He
illus
t
rated
exam
ples
of
negativ
e
situ
ations
h
e
had
encountered
at
P.T.
an
d
then
gave
som
e
positiv
e
solu
tions.
A
I
=
m
sure
most
of
you
have
heard
of
the
m
a
rtial
art,
Aikido,
@
A.J.
said.
A
When
som
e
one
is
com
i
ng
at
you,
you
m
ove
that
energy
in
the
direction
you
w
a
nt
it
to
go.
Be
proactive,
n
o
t
rea
ctiv
e,
don
=
t
clash
with
a
negative
attit
ude
or
behavior
,
direct
it.
@
He
continued,
A
No
argum
ents
or
prob
lem
s
were
ever
settled
fro
m
the
place
of
anger
or
violence.
@
A.J.
talked
o
f
the
im
portance
of
lear
ning
how
to
relax
and
use
the
breath
to
release
tension,
and
to
becom
e
centered.
The
m
i
nd
and
the
breath
are
directly
connected.
When
you
slow
the
breath
dow
n,
the
m
i
nd
will
becom
e
cal
m
.
A
Relaxation
connects
us
to
our
soul,
which
br
ings
us
to
the
second
letter,
the
first
>
A
=
in
NAMASTE,
@
he
s
a
id.
A
Acknowledge
the
divinity
in
yourself
and
others.
@
A.J.
led
the
group
in
guided
m
e
ditation
so
they
could
experience
deep
relaxation
while
they
connected
to
thei
r
peacef
ul
selv
es.
As
the
group
becam
e
m
o
r
e
relaxed,
o
n
e
could
actually
feel
the
energy
lev
e
l
in
the
r
oom
change.
A.J.
knew
they
would
be
m
ore
open
and
receptive
to
his
teach
ings
if
they
were
relaxed.
Out
of
nowhere,
Todd,
let
out
a
silly
laugh.
A.J.
had
seen
this
before.
As
a
person
relaxes,
em
otions
tend
to
rise
to
th
e
su
rface
and
are
so
m
eti
m
es
released
in
the
for
m
of
laughing
or
crying.
Although
Todd
disr
upted
the
class,
A.J.
showed
com
passion
by
telling
him
it
was
okay,
and
saying
it
was
a
healthy
thing
for
him
to
do.
Having
dealt
with
Todd
in
this
positive
way,
he
him
s
elf
had
becom
e
a
m
o
del
of
his
own
teaching.
Swa
m
iji
had
once
told
h
im
that
people
rem
e
m
ber
much
m
ore
about
how
they
experience
a
person
than
what
he
or
she
actually
said.
That
=
s
why
A.J.
wa
s
working
so
closely
with
Robert
to
m
ake
him
a
cred
ible
m
odel
and
effective
NAMASTE
teacher.
At
the
end
of
four
hours
no
one
wanted
to
leave.
Everyone
had
experienced
an
oasis
of
sanity
which
felt
good.
Each
pa
rticipan
t
had
connected
with
the
calm
place
inside
them
selves
which
cannot
be
described,
only
experienced.
There
is
a
stilln
ess,
with
in
the
hum
an
psyche
tha
t
A.J.
was
able
to
guide
p
e
ople
to.
As
a
result,
everyone
felt
m
ore
open
and
connected
to
each
o
t
her.
He
ask
e
d
them
to
bring
this
feeling
to
their
jobs
and
to
their
personal
lives.
A
Do
not
play
a
role.
Be
a
feeling
human
being
and
have
com
pa
ssion
for
others,
@
he
said.
He
m
a
de
him
self
available
to
the
group,
just
in
case
anyone
had
questions
or
problem
s.
A
I
am
here
for
you.
Please
call
m
e
or
stop
by
m
y
office
any
tim
e
.
@
A.J.
said.
A
Na
m
a
ste,
@
and
pranam
ed
the
group.
The
session
was
over
and
everyone
had
left
except
A.J.
and
Robert.
A
That
was
a
great
s
essio
n.
Better
th
an
I
ever
ex
pected,
@
Robert
said.
A
W
hat
did
you
learn?
@
A.J.
asked.
A
I
reaffirm
ed
what
I
le
arned
in
Ind
i
a,
th
at
which
I
was
seeking
I
already
have.
I
used
to
th
in
k
that
m
o
re
things
would
m
a
ke
m
e
happy:
m
o
re
money,
m
o
re
success,
to
d
o
better
than
my
father,
have
a
bigger
house,
a
m
o
re
expensive
car
or
a
larger
TV.
Now,
I
see
that
I
had
been
m
ovi
ng
so
fast
and
living
for
the
future
that
I
didn
=
t
hav
e
a
chance
to
enjoy
what
I
had.
Now
I
know
what
I
really
want
is
to
exp
e
rience
each
m
o
m
e
nt
fully,
to
be
connected
to
others
a
nd
share
this
NAMASTE
program
.
@
A.J.
s
m
iled.
A
W
e
need
to
celeb
rate,
@
Robert
said.
A
W
e
have
been
working
hard.
How
about
if
I
invite
Sandra
over
for
dinner
tonight?
@
A
That
would
be
nice,
@
A.J.
replied.
That
evening
A.J.
partook
in
another
first.
He
had
a
glass
of
wine,
which
loosened
him
up.
After
dinner,
Robert
and
A.J.
had
a
yoga
posture
contest
and
Sandra
was
the
judge.
Her
presence
brought
out
the
boyish
qualities
in
both
m
en.
The
three
of
them
had
a
lot
of
laug
hs
and
then
sat
by
th
e
fi
replace
and
watched
the
dancing
flam
es.
A.J.
focused
on
the
flames
and
entered
in
to
a
m
edita
tive
sp
ac
e.
Robert
f
o
llowed.
Sandra
enjo
yed
the
peaceful
feeling
but
wa
s
not
accustom
ed
to
such
long
periods
of
silence.
Her
m
i
nd
wandered
as
she
t
hought
about
having
to
get
up
early
in
the
morning.
She
cleared
her
voice
hoping
to
get
the
m
e
n
=
s
attention.
They
gave
no
response.
S
he
let
another
few
m
i
nutes
go
by
be
fore
she
broke
the
quiet
by
saying
she
had
to
catch
an
early
flight
to
Chicago.
A
W
hy
do
you
have
to
go
to
Chicago?
@
Robert
asked.
A
I
=
m
leaving
for
a
nation
a
l
teachers
conference,
and
then
some
training
classes.
I
am
also
taking
som
e
ti
me
to
visit
with
m
y
sister
who
lives
in
Chicago.
I
=
ll
be
gone
for
a
f
ew
weeks.
I
will
g
i
ve
y
ou
a
call
when
I
re
turn.
@
The
two
m
e
n
stood
up
and
walked
her
to
th
e
door.
Robert
gave
her
a
hug,
then
A.J.
took
her
hands
in
his
as
he
looked
into
her
eyes
and
connected
deeply
into
her
being.
82
83
She
had
never
felt
such
depth
before,
which
m
a
de
her
slightly
disoriented.
As
she
looked
into
his
eyes
she
did
not
experience
A.J.
as
the
person,
but
as
a
vortex
of
energy.
Robert
asked
her
if
she
was
okay
to
drive
hom
e.
A
I
=
ll
feel
better
in
the
fresh
air.
Than
k
you
both
so
m
uch
for
this
wonderful
evening.
It
=
s
been
a
long
tim
e
since
I
had
so
m
u
ch
fun.
Good
night,
@
she
said
as
she
got
into
her
car
and
drove
off
in
the
night.
A.J.
realized
he
needed
to
have
fun
like
this
m
o
re
often.
They
discussed
w
h
at
had
taken
place
during
th
e
evening
and
s
t
ayed
up
brainstorm
ing
on
how
to
put
the
sam
e
kind
of
fun
into
the
NAMASTE
program
.
84
RELAXATI
O
N
AND
MEDITATION
ARE
DOORWAY
S
TO
SPIRITUALITY
CHAP
TER
FOUTE
E
N
Session
Two
of
NAMASTE:
>
M
=
&
>
A
=
One
week
later
the
m
a
nagers
were
eager
for
the
second
session
to
begin.
A.J.
had
received
several
calls
from
pa
rticipants
asking
questions
or
wanting
to
see
him
in
person.
It
was
apparent
that
they
were
becoming
m
ore
self
aware.
A.J.
=
s
availab
ility
as
a
coach
was
becom
i
ng
an
integral
part
of
the
program
.
A
We
l
c
o
m
e
!
@
A.J.
said.
He
asked
everyone
to
shake
hands
(both
hands),
m
a
ke
eye
contact,
and
say
>
Nam
a
ste
=
to
each
other.
Then
he
ha
d
everyo
ne
close
their
eyes
and
recall
how
p
eaceful
and
open
they
had
felt
at
the
end
of
the
previous
session.
The
program
was
becom
i
ng
a
place
to
ex
perien
ce
dee
p
peace,
and
spiritua
lity.
The
past
week
at
P.T.
had
been
hectic
,
and
thanks
to
the
first
session,
everyone
was
m
o
re
willing
to
tak
e
personal
res
ponsibility
f
o
r
his
or
h
er
stres
s.
They
realized
it
was
not
the
stressor
that
creates
stress,
bu
t
the
i
r
r
eaction
to
the
s
t
r
essor.
A.J.
had
noticed
that
peo
ple
becam
e
angry
and
frustrated
with
the
norm
a
lly
heavy
traffic
in
San
Diego.
He
asked
the
m
a
nagers,
A
H
o
w
m
a
ny
of
you
ge
t
st
r
e
sse
d
i
n
tr
a
ffi
c
?
@
Al
m
ost
every
hand
was
raised.
He
then
asked,
A
How
m
a
ny
of
you
can
do
anything
about
it?
@
No
hands
went
up.
A
So,
if
you
can
=
t
do
anything
about
it,
why
get
upset?
@
Larry
Howard,
of
m
a
rketing,
said,
A
Good
point.
I
never
thought
of
it
that
way
before.
@
The
rest
of
the
group
agreed
with
him
that
it
was
a
good
point.
Another
aspect
of
the
program
that
A.J.
taught
was
that
we
cer
ate
our
own
reality.
He
said
the
r
e
is
no
re
ality
until
we
d
e
f
i
ne
it.
If
we
don
=
t
like
our
reality,
we
can
change
our
beliefs
and
then
the
outer
aspect
s
of
our
life
autom
a
tically
changes.
He
said,
A
In
this
se
ssion
we
will
f
o
cus
on
th
e
nex
t
two
letters
of
NAMASTE.
Those
letters
are
>
M
=
and
>
A.
=
For
no
w
we
will
lo
ok
at
>
M
=
which
stands
for
Motivate
.
Workers
are
m
otivated
b
y
your
attitu
de
and
beha
vior.
Motiv
a
tion
is
an
interna
l
state
that
reflects
excitem
e
nt
put
into
thought
or
action.
Motivated
people
live
in
the
joy
of
their
enthusiasm
,
and
have
an
expectation
of
success,
not
a
fear
of
failure.
Does
this
describe
any
of
you?
@
he
asked.
Matt
Rice,
of
Research
and
Developm
ent,
raised
his
hand
and
said
he
had
been
extrem
ely
motivated
by
an
idea
he
cam
e
up
with
recen
tly,
bu
t
was
shot
d
o
wn
by
the
Board.
A
W
hat
were
you
excited
about?
@
A.J.
asked.
A
I
put
galvanic
skin
response
electrodes
on
the
sides
of
a
computer
m
ouse
so
that
when
you
are
working
at
your
com
p
uter
they
pick
up
changes
in
your
physiology.
The
program
,
which
runs
the
mouse,
alerts
you
to
rising
stress
levels.
At
that
point,
you
have
85
the
choice
to
ignore
it,
or
try
to
relax.
I
also
found
applic
ations
for
gam
e
s
and
learning
that
could
make
com
puti
ng
m
u
ch
m
o
re
in
tera
ctiv
e.
@
A
W
hat
happened
to
your
idea?
@
asked
A.J.
A
The
Board
decided
there
was
not
a
big
e
nough
m
a
rket
for
it
and
that
was
the
end
of
that,
@
said
Matt.
A
It
sounds
like
you
had
a
great
idea
but
now
you
have
lost
all
of
your
m
o
tivation
for
it.
Is
tha
t
righ
t?
@
A.J.
asked.
A
That
=
s
exactly
what
happened.
How
could
I
con
t
inue
with
th
e
m
ouse
if
it
would
never
sell?
@
asked
Matt.
A
Nobody
can
take
away
your
m
otivation,
@
A.J.
said,
A
You
have
to
surrender
it.
@
A
Let
=
s
talk
about
the
usefulness
of
your
m
ouse
idea
at
another
tim
e
,
but
for
now
let
=
s
explore
your
m
otivation.
W
here
did
your
excitem
e
nt
com
e
fr
om
when
you
started
working
on
this
idea?
@
A
It
was
really
three
different
things
that
m
otivated
m
e
in
the
beginning,
they
were:
The
idea
of
m
a
king
m
o
ney;
helping
people;
and
m
a
king
computing
m
o
re
interactive,
@
Matt
replied
.
A
Is
there
any
way
for
you
to
continue
with
this
product
even
thought
the
company
is
not
supportive?
@
A.J.
asked.
A
I
don
=
t
see
how
I
could,
@
said
Matt.
A
A
project
like
this
takes
m
ore
m
one
y
than
I
could
ever
com
e
up
with
on
m
y
own.
@
A
Motivation
and
enthusiasm
com
e
s
fr
om
deep
inside
and
tells
you
when
you
are
doing
the
thing
you
are
good
at,
@
A.J.
said.
A
Try
to
regain
your
enthusiasm
and
find
a
way
to
continue
with
yo
ur
project,
b
ecause
I
kno
w
you
can
m
a
ke
a
huge
difference.
It
is
not
about
m
oney,
it
is
ab
out
m
o
tivation
and
en
th
usiasm
.
W
ithin
each
life
situation
th
ere
is
a
lesson
to
be
learned.
If
we
don
=
t
learn
it,
then
it
will
c
ontinue
com
i
ng
up
until
we
do.
What
do
you
think
your
lesson
was,
Matt?
@
A
I
allowed
my
belief
in
the
Bio-m
ouse
proj
ect
to
be
weakened
by
the
opinions
of
others,
and
I
gave
up
m
y
enthusiasm
.
Thank
you
A.J.,
@
Matt
r
eplied,
A
I
=
m
not
going
to
give
up
on
my
idea
now
that
I
und
erstand
what
really
happ
ened.
@
Jim
raised
his
hand
to
ask
a
question.
A
Yes
@
A.J.
acknowledged.
A
How
com
e
you
always
seem
happy,
and
in
control
when
I
know
you
are
working
as
hard
as
the
rest
of
us?
@
86
A.J.
replied,
I
have
been
m
e
ditating
si
nce
I
was
six-years-old
and
have
been
studying
the
philosophies
of
great
sages
a
nd
saints
for
alm
ost
twenty
years.
A
My
teacher
once
told
m
e
that
at
each
m
o
m
e
nt
we
have
a
cho
i
ce.
W
e
can
go
down
a
road
(with
our
thoughts)
that
causes
worry,
anxiet
y,
and
suffering,
or
we
can
choose
to
take
a
road
that
leads
to
happiness.
I
don
=
t
allow
my
thoughts
to
take
m
e
where
I
don
=
t
want
to
go.
Don
=
t
get
m
e
wrong
B
it
does
happen,
but
as
soon
as
I
becom
e
awa
r
e
of
it,
I
change
the
channel,
as
I
would
with
TV.
A
Perhaps
the
m
ost
difficult
feelings
to
deal
with
are
em
otions
B
anger,
greed,
jealousy,
and
hate
B
which
take
us
down
a
dark
ro
ad.
W
e
m
u
st
be
willing
to
acknowledg
e
them
and
then
give
th
em
up
for
peace
and
happiness.
A
Stop
continuing
to
defend
your
positi
on
or
you
m
a
y
becom
e
your
own
worst
enem
y.
It
=
s
better
to
becom
e
e
m
pathetic
than
to
be
righ
t.
Make
peace
of
m
i
nd
your
most
im
portant
objective
and
be
willing
to
let
go
of
m
a
king
others
wrong.
A
W
e
create
our
own
reality
and
are
u
ltim
at
ely
in
charge
of
ou
r
destiny.
Don
=
t
be
swayed
by
doubt,
never
give
up.
At
tim
es
the
journey
of
life
m
a
y
seem
e
xtrem
ely
difficult,
nothing
appears
to
be
going
right
and
there
is
m
uch
suffering.
A
Life
gets
so
unbearable
that
it
seem
s
easier
to
give
up.
At
that
m
o
m
e
nt
c
hoose
to
move
forwa
r
d,
rem
ove
doubt,
overcom
e
all
obstacles,
and
focus
on
the
rewards
of
your
success.
If
your
desire
and
faith
ar
e
strong
enou
gh,
you
will
be
successfu
l
at
accom
plishing
your
goal.
@
After
com
pl
e
ting
the
segm
ent
on
m
ot
i
vation,
A.J.
discussed
the
second
A
A
@
in
NAMAST
E
,
which
stands
for
A
Assisting
@
workers
to
grow
spiritually
and
personally.
A
First
let
m
e
define
spirituality
by
telling
a
story.
A
Not
too
m
a
ny
years
ago,
I
was
the
m
a
nager
of
Sri
Ram
a
As
hram
in
India.
W
e
had
an
orphanage
within
the
ashram.
One
day
I
was
walking
with
Sateesh
(sah-TEE
SH),
a
nine-year-old
boy,
who
was
uncoordinated
an
d
slightly
disabled.
He
never
had
the
confidence
to
participate
in
sports.
As
we
we
re
walking
past
the
sports
field
we
saw
the
older
boys
playing
baseball.
W
e
felt
the
exc
item
e
nt
in
the
air
as
we
looked
on.
Suddenly,
he
wanted
to
play.
He
asked
Moorti
(MORE-t
ee),
the
pitcher,
if
he
could.
Moorti
looked
around
and
no
one
said
anything
so
he
looked
at
m
e
and
said,
>
Sure.
Com
e
on
and
play
behind
m
e
.
=
A
Sateesh
was
so
excited.
One
of
the
boys
on
the
bench
tossed
him
a
glove.
The
third
out
cam
e
quickly
and
now
Sateesh
=
s
team
was
up
at
bat.
It
was
the
bottom
of
t
he
ninth
inning
and
they
were
loos
ing
by
three
runs.
Before
l
ong
the
bases
were
loaded
with
two
outs,
Sateesh
became
the
ba
tter.
He
was
so
frightened
and
everyone
knew
it.
After
all
this
was
the
first
tim
e
that
he
had
held
a
bat.
His
teamm
a
te
s
were
cheering
him
on,
and
yelling,
>
Com
e
on
Sateesh
you
can
do
it.
=
One
b
oy
cheered,
>
Hit
a
hom
e
run!
=
Sateesh
sm
iled
and
felt
a
burst
of
confidence,
but
he
wa
s
still
sc
ared
that
he
would
let
h
i
s
te
a
m
87
88
down.
The
first
pitch
was
thrown
and
he
swung
so
hard
and
awkwardly
that
he
fell
down.
A
teammate
walked
over,
helped
him
up,
and
brushed
the
dust
from
his
trousers.
A
Everyone
knew
there
w
a
s
no
way
he
could
hit
the
ball.
Umesh
(OOH-m
e
sh),
the
pitcher,
threw
the
next
one
gently,
hoping
Sa
teesh
would
m
a
ke
contact
with
it.
But
he
swung
and
m
i
ssed
again.
By
this
tim
e,
both
team
s
were
cheering
for
him.
Um
esh
had
an
idea.
He
told
Sateesh
to
hold
the
bat
over
hom
e
plate.
Um
esh
threw
the
ball
at
the
bat.
It
hit
and
rolled
toward
Um
esh.
Ever
yone
was
yelling
A
Run.
@
Um
esh
picked
up
the
ball
and
purposefully
threw
it
over
the
first
basem
a
n
=
s
head.
Sateesh
was
running
so
fast
that
he
tripped
and
alm
ost
fe
ll
down.
The
first
baseman
retrieved
the
ball
and
purposefully
threw
it
over
the
second
basem
a
n
=
s
head
and
it
rolled
all
the
way
into
the
outfield.
B
y
that
tim
e,
Sateesh
=
s
entire
team
was
standing
and
cheer
ing
him
on.
He
just
kept
running
and
finally
m
a
de
it
safely
to
hom
e.
Both
team
s
ran
over
to
congratulate
him
and
lifted
the
elated
little
boy
on
th
eir
shoulders,
parading
him
around
the
field
chanting
>
Sateesh,
Sateesh.
=
T
hat,
m
y
friends,
is
the
definition
of
spirituality,
@
A.J.
said
with
pride.
He
asked
th
e
group
how
they
define
spir
ituality.
Matt
raised
his
hand
and
said,
A
I
think
spirituality
is
listeni
ng
to
what
your
heart
says.
The
more
you
come
from
your
heart,
the
more
spiritual
you
becom
e
.
@
A
That
=
s
good,
@
A.J.
said.
A
I
would
call
it
the
Open-heart
philosophy
.
Can
you
com
e
from
your
heart
while
you
are
at
work?
@
Som
e
said
yes,
others
no.
He
observed,
A
W
e
see
m
to
have
a
split
decision
here.
Let
=
s
m
a
ke
a
list
of
why
we
cannot
com
e
from
our
hearts.
Just
shout
the
reasons
out.
@
No
one
spoke
up.
While
standing
next
to
the
white
board,
A.J.
took
up
the
pen.
A
Let
m
e
list
som
e
reasons
for
you.
@
As
he
called
out
the
reasons,
he
wrote
the
f
o
llowing
list
on
th
e
board:
��
To
maintain
control
��
To
sustain
power
��
To
prevent
someone
from
getting
too
close
��
Not
wanting
to
become
vulnerable
��
To
keep
the
upper
hand
��
Can
=
t
trust
people
��
People
might
take
advantage
of
us
A
Now
let
me
list
a
few
ideas
in
fa
v
o
r
of
maintaining
an
open-heart
at
work.
@
��
It
develops
spirituality
��
It
helps
us
grow
in
a
positive
manner
��
It
encourages
trust
��
One
for
all
and
all
for
one
��
The
environment
is
more
pleasant
and
productive
��
I
don
=
t
have
to
look
over
my
shoulder
��
It
develops
self-esteem
and
confidence
A
One
system
is
based
on
fear
and
impedes
growth,
the
other
is
based
on
openness
which
enc
ourages
growth
and
spirit
uality.
Which
condition
would
you
rather
work
under?
See
how
you
can
better
facilitate
the
>
open-hear
=
philosophy
in
your
own
department
assisting
workers
to
grow
spiritually.
A
I
am
passing
out
a
>
SPIRITUAL
CHE
CKLIS
T
.
=
(See
Appendix).
@
He
said,
A
Check
off
the
items
that
you
are
alr
eady
doing
and
then
develop
and
action
plan
for
the
ones
you
would
like
to
incorporate
in
to
your
life.
This
is
something
you
can
work
on
at
home.
@
A
This
wraps
up
session
two.
Thank
you
fo
r
sharing
your
experiences
and
ideas
today.
Next
time
we
w
ill
d
i
scuss
the
letters
>
S
=
and
>
T
=
of
the
NAMASTE
Program.
R
e
member
to
motivate
by
y
our
atti
tude
and
behavior
and
to
assist
workers
to
grow
spiritually
and
personally
.
Have
a
peaceful
and
productive
week
till
we
meet
again.
@
A.J.
said
to
the
cla
ss
as
he
pranamed
the
members.
Over
the
next
week,
A.J.
worked
on
getti
ng
the
Relaxation
&
Re
vitalization
room
ready
for
the
managers
to
use.
It
was
mu
ch
different
from
the
one
he
designe
d
at
Superior
Incense
as
A.J.
felt
that
the
room
should
reflect
the
specific
culture
of
the
organiz
a
tion.
He
found
a
high
tech
reclining
chair
that
was
designed
for
astronauts,
virtual
eye
goggles
that
was
an
al
terative
to
a
tele
vision
or
computer
screen
that
could
transmit
relaxing
videos
and
CDs.
A.J.
also
met
with
Matt
R
i
ce
to
discuss
the
potential
of
the
Bio-mouse
to
become
part
of
the
Relaxation
Room.
A.J.
was
fa
scinated
with
Matt
=
s
invention
bec
ause
it
was
able
to
graph
a
person
=
s
physiology,
which
would
show
how
well
that
indiv
i
dual
was
learning
to
relax
or
meditate.
A.J.
had
never
receiv
ed
a
n
y
scientific
evidence
of
his
abilit
y
to
attain
deep
sates
of
consciousnes
s
in
his
meditation
practice,
so
he
asked
Matt
if
he
could
try
the
device.
89
90
A
Of
course,
@
Matt
exclaimed,
A
sit
down
and
place
your
thumb
on
the
metal
electrode
on
this
side
of
the
mouse
and
y
our
third
finger
on
the
other
side.
That
=
s
all
there
is
to
it.
@
A.J.
followe
d
Matt
=
s
instructions
then
looked
at
the
graph
on
the
screen.
He
took
a
deep
breath,
relaxed,
and
i
mmediately
the
graph,
which
showed
his
progress,
indicated
a
deepening
relaxation.
A
This
really
works,
@
A.J.
said.
A
It
=
s
based
on
biofeedback
which
picks
up
changes
in
s
kin
moisture
on
your
fingers,
@
Matt
answered.
Then
he
asked
A.J.
if
he
would
lik
e
to
play
a
game.
A.J.
was
agreeable.
Matt
brought
two
spacecraft
up
on
the
screen.
One
was
dark
enemy
craft
shooting
at
the
other
one.
Matt
told
him
he
could
either
maneuver
out
of
range
of
the
enemy,
or
relax
which
would
cloak
his
spacecraft.
Then
the
enemy
would
not
be
able
to
see
him.
A
.
J.
relaxed
and
his
space
ship
dis
appeared
from
the
screen,
but
as
soon
as
he
became
exci
ted
about
his
accomplishm
ent,
it
reappeared.
He
had
fun
playing
t
he
game
and
discuss
ed
with
Matt
some
possible
ways
to
use
the
Bio-mouse
concept
in
the
NAMASTE
program.
Matt
suggested
that
ever
yone
at
P.T.
could
us
e
the
mouse
at
their
workstation,
which
would
support
the
program
by
helping
to
manage
stress.
A.J.
smiled
and
said
that
the
Bio-mouse
was
incredible.
He
asked
if
there
were
any
other
applic
ations
for
his
invention.
A
Yes,
many,
@
Matt
answered.
A
The
Bio-mouse
could
als
o
be
used
to
increase
productivity
by
teaching
people
how
to
enter
a
mental
zone
where
they
work
more
efficiently.
My
researc
h
show
s
that
it
could
help
teach
children
how
to
enter
the
learning
zone,
where
they
bec
ome
more
receptive,
and
are
able
to
retain
information
for
l
onger
periods.
Students
who
are
more
relaxed
score
higher
on
tests,
and
get
better
grades.
It
could
also
be
used
in
video
sports
games
such
as
golf.
If
a
player
relaxes,
the
ball
goes
further.
@
A
That
=
s
a
great
way
to
have
fun
and
teac
h
people
to
de
velop
the
skill
of
relaxation,
@
A.J.
said.
A
Matt,
how
can
I
help?
=
A
I
don
=
t
know
if
you
can.
Right
now
I
need
money
to
make
prototypes,
@
Matt
replied.
A
How
much
?
@
A.J.
asked.
A
Clos
e
to
twenty-five
thousand
dollars,
@
Matt
said.
91
A
You
tell
me
exactly
how
much
and
it
=
s
yours,
@
A.J.
said.
A
I
will
transfer
funds
and
have
them
ready
for
you
in
a
couple
of
days.
@
A.J.
had
saved
almost
all
the
money
he
earned,
except
fo
r
what
he
donated
to
the
ashram.
Matt
told
A.J.
he
would
be
honored
to
have
him
as
a
partner
and
he
could
own
twenty
percent
of
the
company..
A.J.
said
he
would
lik
e
that.
Matt
said
he
will
draw
up
legal
papers
and
will
give
them
to
A.J.
as
soon
as
possible.
A
I
am
extremely
happy
to
support
you,
Matt,
and
to
let
you
use
my
money
for
such
a
good
project,
@
A.J.
sated.
Later
that
evening
A.J.
told
Robert
about
his
investment.
Robert
grinned,
A
You
just
might
become
t
he
first
Swami
million
a
ire.
@
A.J.
said
his
motive
fo
r
giving
Matt
the
money
wa
s
to
support
him
and
the
project,
not
to
make
more
money.
A
I
am
not
adverse
to
ma
king
money.
But
this
is
a
cause
that
can
help
lots
of
people.
In
time
I
am
sure
I
will
find
more
good
causes
to
support.
@
A
I
know
A.J.,
I
was
just
ki
dding.
I
am
happy
that
y
ou
are
interested
in
the
Bio-mouse
project
and
wish
you
all
the
best,
@
Robert
said.
A
Why
did
P.T.
choose
not
to
run
with
this
project?
@
A.J.
asked.
A
Our
sales
people
did
not
see
the
vi
sion
and
the
Board
went
along
with
them
@
Robert
said.
The
next
day
it
was
again
time
fo
r
the
managers
to
meet
for
their
NAMASTE
session.
92
YOUR
TEA
M
WILL
WORK
AND
PL
AY
WELL
TOGETHER
IF
THE
RULES
ARE
BASED
ON
HONEST
Y
AND
OPENESS
CHAPTER
FIFTEEN
Session
Three
of
NAMASTE:
>
S
=
&
>
T
=
A
Good
morning,
@
A.J.
said
to
the
group
of
managers.
He
made
eye
contact
with
each
of
the
participants
in
the
group.
The
manager
s
took
out
their
notes
and
homework
from
last
week
=
s
meeting.
The
full
week
between
sessions
was
an
ideal
amount
of
time
to
work
on
changing
attitudes
and
behaviors.
A
Before
we
begin
this
week
=
s
topics
I
am
looking
forward
to
hearing
about
how
you
experimented
with
our
>
Open-heart
=
philosophy
and
spiritualit
y
within
your
departments.
Would
someone
lik
e
to
share
an
experience
you
had
since
our
last
session?
@
Fred
Leonardo,
the
Ch
ief
Financia
l
Officer,
rai
sed
his
hand.
A.J.
looked
at
him
and
nodded.
A
I
decided
to
have
the
five
people
in
my
department
meditate
for
ten
minutes,
every
morning
at
10
a.m.,
@
said
Fre
d
.
A
Afterwards,
everyone
was
allowed
to
express
their
opinions
in
a
positive
way
about
improving
the
department
=
s
efficiency.
Not
only
did
team
spir
it
improve,
but
we
solved
a
variety
of
problems
that
had
seemed
unsolvable
just
last
month.
Thank
you
A.J.
@
A.J.
acknowledged
Nancy
Davi
dson
from
H
u
man
Resources.
A
One
person
in
my
department
w
a
s
cons
tantly
screwing
up.
She
alienated
everyone
and
tempers
were
raging.
At
our
w
eekly
department
meeting,
I
briefl
y
discussed
NAMAST
E
and
my
assignment
to
facilitate
the
open-hea
rt
philosop
h
y
in
H.R.
I
asked
everyone
to
open
their
hearts
and
make
suggestions
on
how
we
could
maint
a
in
a
more
open
and
honest
atmosphere.
The
person
who
was
screwing
up,
apologiz
ed
for
her
actions.
She
opened
up
and
told
us
she
was
going
through
an
emotional
divorc
e
and
was
hav
ing
a
dif
f
icult
time.
She
cried.
We
all
comforted
her
and
told
her
she
could
c
ount
on
our
support.
During
the
last
couple
of
days
she
has
become
a
di
fferent
person,
and
the
department
has
a
wonderful
open
spirit
about
it.
This
stuff
works.
@
Mark
Taylor
said
he
took
a
different
approach.
A
I
asked
every
one
in
the
department
to
come
to
t
he
next
meeting
with
ideas
on
how
to
create
a
more
open,
honest
and
spiritual
env
ironment
in
our
departmen
t.
I
thought
it
would
work
best
if
we
discus
sed
each
other
=
s
ideas,
and
then
decided
on
implementing
the
new
approaches
as
a
team.
I
=
ll
let
you
know
what
h
appens
next
week.
@
A.J.
said,
A
I
am
happy
to
hear
about
so
many
positive
results
taking
place
already.
Thank
you
for
sharing
with
us.
@
A
Now
let
=
s
continue
this
session
with
the
letter
>
S;
in
NAMASTE.
>
S
=
stands
for
>
Serve.
=
We
have
to
teach
everyone
to
serve
both
our
fellow
work
ers
and
the
organization.
@
93
Nancy
rais
ed
her
hand.
A
In
Human
Resourc
e
s,
that
is
exactly
what
we
do.
It
is
our
job
to
assist
w
o
rkers
by
servicing
their
needs
while
serving
and
complying
with
the
require
ments
of
the
organization.
@
A
Very
good,
@
A.J.
said.
He
then
brought
up
the
topic
of
devotion
and
dedication
to
P.T.
A
We
not
only
re
ceive
our
livelihood,
and
our
paychecks,
but
a
deep
sens
e
of
contribution
and
fulfillment
from
our
jobs.
P.T.
not
only
takes
care
of
our
financial,
and
medical
needs
but
also
gives
us
the
opportunity
to
be
of
service
to
and
become
a
part
of
so
mething
larger
than
ourselves.
A
Spiritual
values
are
not
easily
t
aught.
Spirituality
is
more
easily
experienced
by
people
who
radiate
that
quality.
You
are
fortunate
to
have
Robert
as
your
guide-he
knows
that
within
your
heart
is
the
sp
irit
of
a
perfect
teacher.
N
o
w,
it
has
become
an
integral
par
t
of
your
job
to
develop
that
quality.
That
=
s
how
we
will
transform
this
company
and
the
consciousnes
s
of
business.
A
I
realize
these
concepts
entail
a
diffe
rent
way
of
living
and
managing,
and
they
may
take
time
to
adapt
to.
That
=
s
okay
because
it
=
s
part
of
the
unfolding
process.
D
o
n
=
t
give
up
because
of
a
set
back.
Keep
the
vision
of
success
we
seek,
strongly
implant
ed
in
your
mind.
Wi
thout
this
dedication,
you
will
get
lost
in
resentment
and
blame.
When
somethi
ng
negative
happens
at
P.T.,
you
may
blame
the
company.
The
interesting
thi
ng
here
is
that
you
are
the
company.
P.T.
is
a
large
organis
m
in
which
you
are
a
ll
integral
living
parts.
So
in
essence
,
if
you
have
to
create
bl
ame,
it
=
s
best
to
point
the
finger
at
yourself.
A
Changing
yourself
is
the
best
way
to
change
the
company.
Feel
positive
about
your
participation
within
the
com
pany
and
feel
that
you
can
make
a
difference.
By
opening
your
heart
to
the
spiritual
nature
of
t
he
workers
in
your
department,
you
are
serving
yoursel
f,
the
workers,
and
the
organiz
a
tion,
@
A.J.
told
the
class.
A
discussion
about
resistance
to
change
began
when
Et
han
Brilliant,
the
communications
manager,
brought
up
his
doubts
about
employees
=
reactions
to
NAMAST
E.
A.J.
met
it
head
on.
A
You
are
the
models.
If
y
ou
strongly
believe
in
NAMAST
E,
it
will
be
translated
to
others.
We
will
discu
ss
this
individua
lly
wh
en
you
have
your
personal
appointments
with
me.
@
A
This
brings
us
to
the
>
T
=
in
NAMASTE.
Train
workers
to
improve
profession
al
skills,
communicate,
comp
romi
se,
and
cooperate
with
others.
It
will
be
extremely
useful
for
them
if
thes
e
areas
are
incorporated
into
their
performance
evaluations,
@
A.J.
said.
He
suggest
ed
that
P.T.
make
these
programs
available
to
workers
and
include
them
in
their
job
description
so
they
will
know
that
this
is
expect
ed
of
them
from
the
beginning.
94
95
A
Communication
is
the
revealing
or
ex
changing
of
thoughts
and
feelings
in
a
verbal
and
non-verbal
m
anner.
Spiritual
c
o
mmunicati
on
is
beyond
the
power
of
the
word.
It
must
be
experienced
and
therefore
indicat
e
s
another
form
of
communication,
which
transcends
the
intelle
c
t.
Perhaps
in
the
beginning
of
time
there
were
no
words
and
people
comm
unicated
from
their
spirits,
@
A.J.
said.
He
presented
several
processes,
wh
ich
would
give
them
practical
experience
in
effective
communication.
He
then
discus
s
ed
cooper
ation,
and
passed
out
the
following
information
sheet:
TEN
STEPS
TO
IMPROVE
WORKING
RELATIONSHIP
S,
(See
Appendix).
A.J.
went
over
each
of
the
ten
steps
with
the
group
in
detail.
He
pointed
out
that
his
philosophy
was
a
challenge,
bec
ause
it
was
much
easier
to
stick
your
head
in
the
sand
and
continue
to
be
unconscious.
Someone
who
pretends
to
be
asleep
cannot
be
awoken.
A
Change
requires
awareness,
desire
to
change,
and
support,
@
he
said.
Carolyn
Thompson
raised
her
hand.
A
I
am
having
a
problem
with
a
man
in
my
department.
He
is
middle-eastern,
and
macho.
H
e
resents
being
managed
by
a
woman
and
has
a
negative
attitude,
although
he
is
a
good
worker.
I
find
myself
being
reactive
to
him
and
cannot
fi
nd
the
place
where
he
and
I
are
one.
Can
you
make
some
suggestions
?
@
Carolyn
asked.
A
Why
do
you
take
his
actions
so
personally
?
Why
do
you
give
up
your
power
to
him?
@
asked
A.J.
A
I
feel
that
he
doesn
=
t
respect
me
because
I
am
a
woman
and
his
superior,
@
said
Caroly
n
.
A
So
you
are
allowing
his
personality
or
attitude
to
make
you
become
who
you
don
=
t
want
to
be?
Rejecting
the
quality
you
don
=
t
like,
creates
that
feeling
and
you
experience
what
you
don
=
t
like.
@
A
What
can
I
do
about
it?
@
A
Don
=
t
allow
the
negative
quality
in
him
to
overwhelm
you;
don
=
t
accept
or
reject
his
negative
behavior,
@
said
A.J.
A
What
=
s
left?
@
asked
Carolyn.
A
Don
=
t
form
an
opinion
of
him,
and
reme
mber,
you
said
he
is
a
good
worker,
so
l
e
t
him
work
.
@
A
Thank
you,
I
=
ll
try
that,
@
said
Carolyn.
A
That
=
s
what
it
=
s
about,
trying
to
make
changes,
@
A.J.
s
a
id.
A
One
last
thing
about
judgment,
@
A.J.
said
to
the
group.
A
Preference
is
the
ability
to
discern
between
what
you
like
and
don
=
t
like
without
judging
it.
Be
neutral
by
not
rejecting
or
accepting
a
specific
thought,
@
he
said.
Jim
Billkos
ki
yelle
d
ou
t,
A
That
leaves
me
nowhere.
@
A
Ex
actl
y,
@
A.J.
replied.
A
Learn
to
be
comfortable
not
knowing,
because
then
you
are
open
to
infinite
poss
i
bilities
and
new
experiences.
Get
used
to
accepting
that
you
don
=
t
have
control
because
then
y
ou
will
truly
have
control.
A
Think
about
all
this
over
the
next
week,
@
A.J.
suggested,
as
he
pranamed
the
group.
He
was
purposely
stretchi
ng
the
minds
of
his
students,
which
he
called
Mental
Fitness
Training.
He
k
new
that
the
nature
of
the
ego
was
to
maintain
the
stability
of
the
past
while
the
ne
w
information
he
was
presenting
involv
ed
unlearning
old
cognitive
habits.
The
NAMASTE
material
creat
ed
conflict
with
the
managers
=
curre
nt
psychological
structures.
Everyone
left
the
third
session
a
bit
c
onfused
and
with
a
lot
to
think
about.
A.J.
expected
and
did
receive
phone
calls
from
most
of
the
managers
over
the
next
week
t
o
discuss
issues
they
were
not
clear
about
or
uncomfortable
with.
Jim
Billkos
ki
reported
that
his
relati
onship
with
his
daug
hter
had
greatly
improved
as
a
result
of
A.J.
=
s
help
and
the
NAMAST
E
program.
H
e
said
that
last
Tuesday
evening
he
took
his
daughter
Grace
out
to
dinner.
Jim
s
a
id
that
Gr
ace
had
noticed
that
he
w
a
s
not
being
critical
or
judgmental
toward
her,
and
had
wondered
what
was
going
on.
Jim
said
that
he
had
been
trying
to
be
a
good
parent,
but
had
been
letting
anger
get
in
the
way.
Then
he
told
Grace
about
the
talk
he
had
had
with
A.J.
and
how
A.J.
suggested
that
Jim
be
more
positive
in
the
way
he
approached
his
daughter.
Also
he
said
that
Jim
should
find
the
place
where
he
and
his
daughter
are
one.
Ji
m
learned
that
instead
of
trying
to
change
Grace,
he
should
change
the
way
he
sees
her.
Well,
Grace
told
him
that
she
was
su
re
that
it
was
working
becaus
e
she
now
feels
closer
to
him
than
ever
before.
Jim
said
that
after
dessert,
they
hugged
and
connected
on
such
a
deep
level
that
they
both
cried.
A.J.
said,
A
I
=
m
glad
to
hear
that
you
and
your
daughter
were
able
to
work
out
your
feelings
and
find
a
place
w
here
you
are
both
one.
The
NAMASTE
program
helps
people
both
at
work
and
at
home
as
you
have
just
shown
us.
@
96
Progress
continued
on
both
the
Re
laxation
Room
and
the
Bio-mouse
projects.
A
.
J.
=
s
duties
at
P.T.
increased,
which
put
more
demands
on
his
time,
so
it
took
extra
effort
for
him
to
stay
centered.
Several
times
during
the
day
he
closed
his
door
to
relax
and
to
center
himself.
It
took
only
a
few
minutes
for
hi
m
to
achieve
his
desired
state
of
mind.
He
then
returned
to
his
work
feeling
physically
and
mentally
refreshed.
Being
in
the
mom
e
nt,
or
experienci
ng
the
now,
liberates
us
from
the
control
of
our
past
and
future
thoughts,
worri
es,
and
anxieties.
Rising
above
them
opens
the
door
to
spiritualit
y
and
incr
eased
efficiency
while
affording
us
the
opportunity
to
live
our
lives
from
our
hearts,
rather
than
our
heads
.
This
shift
of
awareness
and
sense
of
surrender
to
our
heart
=
s
m
e
ssage
is
one
of
the
most
difficult
obstacles
to
ov
ercome
when
bringing
spirituality
to
the
work-place.
Yet,
once
people
experience
how
good
peace
of
m
i
nd
feels,
they
begin
to
trust
in
the
process,
just
as
Robert
did
by
asking
A.J.
to
teach
the
program
at
P.T.
A
sense
of
exc
i
tement
pervaded
the
c
onference
room
for
the
fourth
and
final
NAMASTE
session.
Everyone
was
antic
ipating
the
end
of
a
program
that
had
changed
their
lives.
A.J.
sensed
this
and
began
the
class
by
mentioning
that
the
program
will
neve
r
end
because
he
is
always
available
for
consultation
a
nd
there
will
b
e
continuin
g
follow-up
se
ssions.He
asked
if
anyone
had
questions
about
the
previous
session
or
anything
t
hey
wanted
to
share
about
integrating
the
NAMASTE
program
into
their
lives.
Ethan
Brilliant
said
he
was
confus
ed
about
not
being
reactive,
and
not
being
attached
to
things
or
situations.
He
did
not
understand
the
ability
to
not
think.
A
Can
you
be
specific
or
give
us
an
example?
@
A.J.
asked.
A
An
example
would
be
Y
a
worker
i
n
my
department
was
actually
yelling
at
a
client
over
the
telephone.
He
was
disturbing
the
entire
department
and
being
extremely
rude.
My
first
reaction
was
to
match
his
negative
energy
and
yell
at
him.
I
overrode
that
feelin
g
by
ta
king
a
deep
breath,
yet
I
was
still
angry
and
wound
up
with
a
negative
attitude
which
I
directed
at
him:
A
Okay,
@
A.J
.
said.
A
I
know
what
you
mean.
K
nowing
how
you
should
act
and
what
you
are
really
feeling
are
two
diffe
rent
things.
I
once
read
a
mystical
book
called
the
Kabbalah,
that
had
an
inte
resting
problem
solving
method.
This
may
give
you
some
ideas
on
how
to
view
potential
problems
at
work.
@
A.J.
wrote
a
lis
t
on
the
board.
1.
A
difficult
situation
arises
97
2.
Recognize
it
is
an
opportunity
for
sp
iritual
grown
that
has
come
from
a
higher
sour
ce.
3.Identify
your
reaction.
4.Restrict
and
release
your
negative
reaction.
5.Allow
the
Light
to
come
in
(spiritual
energy
).
6.Now
deal
with
the
situation.
A
So,
Ethan,
let
=
s
look
at
your
specific
situation
using
this
formula.
@
A.J.
again
wrote
a
list
on
the
board.
1.
A
worker
is
yelling
at
a
clien
t
a
nd
is
also
disturbing
the
departm
e
nt.
2.
The
challen
g
e
is
to
h
and
le
th
is
situation
f
r
om
a
spiritual
p
ersp
ectiv
e,
not
from
the
place
of
the
problem
.
3.
Your
reaction
was
negativity
and
anger.
4.
Stop
being
negative
and
angry.
5.
Allow
yourself
to
experience
your
obj
ective
spiritual
nature
(allow
the
Light
in).
Release
em
o
tions
and
negative
thoughts.
6.
Do
not
deal
with
the
situ
ation
from
the
ego,
(th
e
place
of
the
problem
),
but
f
o
rm
the
spiritu
al
pe
rspe
ctive,
the
so
lution
to
the
problem
.
7.
What
did
you
learn
about
yourself
and
how
did
you
grow
from
this
situa
tion
?
8.
Be
thankful
and
hum
ble
for
the
opportuni
ty
to
grow,
and
better
understand
yourself.
A
In
this
s
itu
a
tion.
@
A.J.
said
to
the
group,
A
Ethan
was
reactive
and
not
proactive.
He
lost
his
o
b
jectivity
an
d
becam
e
absorbed
in
to
the
negativity
of
the
situation.
F
ear
m
a
y
be
preceded
by
anger.
W
ha
t
were
you
afraid
of
Ethan?
@
Ethan
rep
lied
that
he
h
a
d
been
afraid
th
is
one
w
o
rker
would
destroy
the
peaceful
and
productive
environm
ent
he
was
trying
to
create.
A
That
=
s
attachm
e
nt
and
a
function
of
your
e
go.
You
were
partial
to
it
being
a
certain
way
and
when
it
wasn
=
t
that
way,
you
becam
e
threatened
and
then
reactive.
@
Ethan
adm
itted
he
didn
=
t
want
to
lose
control
and
took
the
situation
personally.
A
That
=
s
what
I
m
eant
about
not
thinking.
If
you
can
=
t
think
po
sitiv
e
thoug
hts,
it
doesn
=
t
pay
to
think
at
all,
@
A.J.
said.
Everyone
laughed.
A
It
=
s
true.
Learn
to
keep
your
m
i
nd
in
the
space
between
thoughts.
By
practicing
relax
a
tio
n
and
meditation
you
will
eventua
lly
a
tta
in
this
lib
erating
ab
ility.
A
I
am
happy
that
you
brought
this
up,
Ethan,
because
it
leads
us
into
the
next
topic
I
want
to
discuss.
The
manager
as
the
guru
.
I
don
=
t
like
to
u
s
e
the
term
leader,
which
you
are
used
to,
becau
se
it
d
e
notes
som
e
one
leads,
which
98
m
eans
som
e
one
follows.
I
prefer
to
use
the
tem
guru
becaus
e
that
connotes
teacher,
but
in
Am
erica,
th
e
term
guide
will
be
m
o
re
appropriate.
We
are
all
learners
and
teacher
s
(gurus)
at
different
tim
es,
@
A.J.
said.
A
I
want
to
tell
you
a
story
about
m
y
guru
and
an
experience
I
had
with
tw
enty
other
students,
who
were
all
his
discip
les,
or
students.
Our
dedication
and
comm
itm
ent
to
Swam
iji
=
s
teach
ings
were
strong.
A
One
m
orning
our
guru
went
down
to
the
rive
r
to
bathe
and
pray.
He
took
off
his
clothes
and
put
them
in
a
neat
pile.
He
than
took
off
his
bracelet,
put
it
on
the
sand
near
his
clothes
and
built
a
mound
over
it
so
he
could
easily
identify
it
when
he
returned.
W
e
had
not
seen
our
teacher
take
off
the
bracelet,
we
had
only
seen
him
bu
ild
a
m
ound
and
thought
it
was
som
e
kind
of
ritual.
W
e
all
built
a
m
ound
and
followed
our
guru
d
o
wn
to
the
river.
A
After
our
prayers,
we
all
returned
to
our
clothes
and
Swa
m
iji
noticed
all
the
mounds.
He
laughed
and
told
everyone
to
gather
around.
He
got
down
on
his
knees
facing
his
little
m
ound,
so
did
each
of
the
disciples.
He
pushed
his
hand
through
the
top
of
the
m
oun
d
and
pulled
up
his
bracelet.
His
followers
did
the
sam
e
but
cam
e
up
empty
handed.
He
said,
>
Please
do
not
follow
me.
Only
a
fool
blindly
follows.
Observe
me
and
learn
from
me.
If
you
must
follow,
th
en
follow
your
own
intuition.
=
A.J.
continued,
A
Are
your
worker
=
s
blindly
follow
i
ng,
or
are
they
m
otivated
and
inspir
ed
?
@
He
asked
th
em
to
take
a
few
m
i
nutes
to
think
abo
u
t
each
worker
in
their
departm
e
nt
and
determ
ine
what
category
they
f
ell
into.
H
e
then
asked
them
to
think
about,
a
nd
write
down
specific
ways
in
which
they
could
be
gurus
to
the
workers
w
ho
were
followers.
Afterwards,
he
asked
the
g
r
oup
to
call
o
u
t
the
pos
itive
qualities
of
a
good
teacher.
A
Individualistic,
@
Y
A
Ch
alleng
es
trad
ition,
@
Y
A
a
role
m
odel,
@
Y
A
a
visionary
who
sees
the
b
i
g
pictu
r
e,
@
Y
A
cares
about
people,
@
...
A
creative,
@
Y
A
m
o
tivates
and
inspires,
@
...
A
Intros
pectiv
e,
@
Y
A
spiritua
l,
@
Y
A
f
o
rgiving,
@
Y@
ethical,
@Y
A
respects
and
em
powers
others,
@Y
A
high
m
orals,
@
Y
A
self
s
directed,
@
Y
A
learns
from
m
i
stakes.
@
A.J.
assigned
one
of
the
above
qualities
to
everyo
ne
and
asked
each
m
a
nager
to
discuss
them
with
the
group.
It
becam
e
evident
from
the
discussions
that
the
core
co
mpetency
of
a
teach
er
is
to
constantly
reexam
ine
his
or
her
values,
assumptions,
and
personal
defenses
in
order
to
m
a
intain
an
objective
an
d
clear
m
i
nd.
A
The
guru
must
also
understand
the
pers
onal
effects
of
past
influences
and
experiences
on
his
or
her
life
and
not
allow
the
eg
o
to
interf
er
e
with
decisions
and
actions.
@
said
A.J.
99
100
This
subject
m
a
tter
brought
out
a
lot
of
pa
ssion
in
the
m
a
nagers
because
it
directly
dealt
with
th
eir
pe
rsona
l
belief
sys
t
e
m
s.
A
Everyone
has
unproductive
beliefs
that
ar
e
acquired
from
experiences.
Those
negative
beliefs
m
a
y
never
go
away,
and
when
they
com
e
up,
you
m
ust
sim
p
ly
observe
them
but
do
not
act
on
them
,
@
said
A.J.
A
That
is
why
it
is
so
im
portant
to
m
aintain
a
cente
red,
o
b
jective
pe
rs
pectiv
e,
so
these
negative
thoughts
won
=
t
influence
your
a
ppropriate
response.
A
You
don
=
t
have
to
act
on
all
of
your
thoughts.
It
is
best
to
observe
them
,
discrim
i
nate,
and
choose
your
desired
ac
tions
from
the
part
of
your
being
that
is
peaceful
and
spir
itually
conn
ec
ted.
@
A.J.
gave
the
group
the
f
ollowing
inf
orm
ation
sheet:
HOW
TO
CHANGE
A
BELIEF
(See
Appendix).
A
W
h
en
I
f
i
rst
cam
e
to
P.T.
m
y
goal
was
to
observe
the
co
rpo
r
ate
cultu
re
and
local
environm
ent
in
order
to
m
a
ke
modifi
cations
to
the
NAMASTE
program
.
I
saw
that
s
t
re
ss
was
a
m
ajor
problem
so
I
did
in
ten
sive
re
sea
r
c
h
into
th
is
subject.
@
A.J.
continued,
A
Now
I
would
like
to
discuss
what
I
have
learned
about
how
stress
affects
your
sense
of
spir
ituality
and
your
ability
to
m
a
ke
sound
decis
i
ons
.
A
Stress
can
be
defined
as
a
ny
strain
or
force
on
the
body
or
m
i
nd,
that
distorts
those
system
s.
With
prolonged
stress,
there
is
increased
wear
and
tear
on
the
body.
A
Each
tim
e
we
are
stressed,
a
specific
bodily
response
occurs.
An
im
pul
se
is
relayed
to
the
brain
which
sends
out
signals
to
se
crete
horm
o
nes
into
the
blood
stream.
I
m
m
e
diately,
m
uscles
tense,
breathing
rate
increases,
heartbeat
quickens,
blood
pressure
ri
ses,
and
blood
is
shunted
from
the
skin
and
organs
to
the
muscles.
A
The
digestive
system
is
disrupted
and
th
e
brain
is
set
on
survival
m
ode.
This
preparation
for
danger
is
called
the
fi
ght
or
flight
response,
w
hich
has
enabled
us
to
survive
as
a
species
.
However,
today
it
is
often
an
inappropriate
response
b
ecause
ou
r
b
odies
tend
to
react
as
if
o
u
r
liv
es
are
being
th
reatened,
when
they
are
no
t.
@
Robert
raised
his
hand.
A.J.
acknowledged
him
.
A
So
when
we
are
under
stress
we
are
trying
to
survive
and
we
are
not
spirituality
connected
o
r
able
to
m
a
ke
the
best
decisions.
Is
that
right?
@
A
Correct,
you
can
=
t
be
stressed
and
relaxed
at
the
sam
e
ti
m
e
,
@
said
A.J.
A
Daily
stress
builds
up
like
a
pressure
cooker
and
that
=
s
why
it
needs
to
be
constantly
released.
A
Many
of
today
=
s
stresses
are
subtle.
Just
th
ink
about
it.
Cell
phones,
over
extended
credit
card
paym
ents,
not
enough
m
oney,
relationship
problem
s,
kids,
fear
of
job
loss,
and
tim
e
pressures,
or
deadlines.
Now
you
can
see
the
necessity
for
incorp
orating
rela
xation
and
m
e
ditation
into
our
lives.
A
They
becom
e
a
vacation
from
our
worries,
an
d
connect
us
to
our
spiritual
reality.
By
the
way,
I
think
it
would
be
better
to
dele
te
th
e
term
>
dead
line
=
and
change
it
to
>
tim
e
line
=
D
ead
line
connotes
th
e
fear
that,
if
you
don
=
t
m
ake
it,
you
=
ll
d
ie.
@
Laughter
enveloped
the
room
.
Matt
s
aid,
A
That
=
s
a
good
idea.
@
A
I
agree,
@
said
Robert.
A.J.
then
handed
out
the
following
info
r
m
ation
sheet
and
told
the
group
that
f
o
llowing
th
ese
ten
s
t
eps
will
gr
eatly
reduce
their
stres
s
:
TEN
W
A
YS
TO
MASTER
STRESS,
(Se
e
Appendix).
A
Oh
yeah,
@
A.J.
said.
A
I
want
to
share
another
great
stress
reducer
B
your
sense
of
hum
o
r.
Laughter
reduces
m
u
scle
tension
and
produces
endorphins,
a
natural
opiate-like
substance
which
re
duces
pain
and
crea
tes
a
feeling
of
well
being.
A
W
hy
do
angels
fly?
@
he
asked
the
group.
@
No
one
raised
their
hand.
A
Because
they
tak
e
the
m
selves
ligh
tly.
@
Chatter
f
illed
th
e
ro
om
.
He
asked
everyone
to
look
in
a
m
i
rror
at
least
once
a
day,
and
have
a
good
laugh.
Just
for
the
health
of
it.
He
sa
id
happiness
is
not
created
by
som
e
occurrence
B
because
of
certain
con
d
itions.
Co
nditions
and
occurrences
are
created
as
the
result
of
happiness.
A
Happiness
is
a
state
of
m
i
nd.
So,
m
a
ke
yourself
happy.
Overcom
e
all
obstacles
in
your
path,
@
he
said.
A
I
developed
a
ten-step
m
e
thod
that
will
help
you
break
the
stress
cycle.
Follow
these
st
eps
each
tim
e
you
feel
stressed,
and
you
will
learn
to
becom
e
a
m
a
ster
stre
ss
m
a
nager.
It
is
called
:
FROM
STRESS
T
O
SUCCESS,
@
(See
Appendix).
A.J.
handed
out
a
questionnaire:
LI
F
E
-STYLES
ASSESSMENT
SURVEY
(See
Appendix).
A
Fill
in
the
appropriate
n
u
m
b
er.
W
h
en
you
are
finished,
please
add
up
your
score,
@
he
said.
A
By
m
a
naging
your
stress
you
will
be
more
centered
and
connected
with
y
our
spirituality.
Rem
e
mber,
when
you
101
102
find
areas
w
here
you
are
weak
it
is
im
portant
to
work
on
correcting
only
one
behavior
or
attitude
change
at
a
tim
e
,
otherwise
you
m
a
y
feel
overwhelm
ed
with
the
ta
sk.
@
Once
they
com
pleted
the
survey,
A.J.
divi
ded
the
group
into
pa
irs
to
develop
an
action
p
l
an
f
o
r
corr
ectin
g
and
changing
behavior
s
and
attitud
e
s
they
had
discovered
needed
changing.
Most
of
them
agreed
th
ey
a
ll
would
have
scored
in
the
seek
professional
help
area
,
if
it
w
eren
=
t
f
o
r
th
eir
pa
rticipa
t
ion
in
th
e
NAMASTE
program
.
They
were
approaching
the
final
week
of
the
NAMASTE
program
and
were
feeling
good
with
what
they
had
le
arned
about
them
selves
and
their
environm
ent.
A.J.
ended
the
sess
ion
by
pranam
ing
the
group
and
saying,
A
Please
put
to
use
what
y
ou
have
learne
d
thus
far,
you
will
be
surprised
by
the
positive
results
you
will
receiv
e.
@
Everyone
in
the
room
copied
A.J.
and
pranam
ed
in
return.
103
TAKE
A
BREAK
FROM
YOUR
SPEND
TIM
E
EACH
DA
Y
NOT
T
H
I
NKING.
THOUGHTS,
RESPONSIBILITEIS,
AND
PROBLEMS,
AND
MERGE
INTO
THE
SILENCE.
WHICH
RELEASES
US
THE
SOUL
SPEAKS
FROM
THE
SILENCE
AND
ALL
WORDLY
DISTRACTIONS.
FROM
THE
BONDAGE
OF
THE
PAST
104
CHAPTER
SIXTEEN
Session
Four
of
NAMASTE:
>
E
=
A
W
e
have
finally
com
e
to
the
last
letter
in
NAMASTE,
@
A.J.
said,
A
whic
h
is
the
letter
>
E,
=
for
>
Evaluate.
=
We
need
to
evaluate
progre
ss
by
giving
and
receiving
feedback,
clarifying
goals,
and
learning
abou
t
ourselves
from
this
process.
@
The
m
a
nage
rs
recognized
that
evaluation
was
not
only
useful
in
appraising
their
own
progress,
but
would
also
be
of
great
value
for
workers
=
perform
a
nce
evaluations.
He
asked
everyone
to
evaluate
their
ow
n
pr
ogress
in
the
NAMASTE
program
and
to
think
about
one
goal
they
had
achieved
or
one
re
alization
they
had
m
a
de
about
them
selves.
Here
are
so
m
e
of
the
comments
the
m
anagers
shared:
A
I
realized
that
I
knew
how
to
m
a
ke
a
liv
ing,
but
was
not
really
living.
My
heart
is
now
m
u
ch
m
o
re
open
to
m
y
fa
m
ily,
friends,
and
co-workers.
I
have
more
fun
and
I
am
much
happier.
@
--
Karen
M..
,
Sales
I
realized
th
at
I
hav
e
allowed
the
fear
of
the
future
and
the
past
to
affect
my
decisions
and
now
I
try
to
m
a
ke
decisi
ons
based
on
the
clarity
of
the
m
o
m
e
nt.
@
--David
V.,
Accounting
A
I
achieved
the
goal
of
creating
a
m
or
e
productive
team
in
m
y
departm
ent.
Everyone
actually
cares
about
each
o
t
her,
and
as
a
result
of
th
at,
we
are
ab
out
twenty
-five
percent
m
or
e
productive.
@
--Jan
L,
Marketing
A
I
realize
that
it
is
not
enough
to
get
my
body
in
shap
e.
The
relaxation
and
m
editation
I
have
been
practicing
has
helped
m
e
to
reduce
m
y
stress,
anger,
and
worry.
I
was
wasting
a
lot
of
ener
gy.
@
--Ronald
D.,
Research
&
Devel.
A
I
now
see
work
as
an
opportunity
to
grow
rather
than
just
as
a
way
to
m
a
ke
money.
I
also
realize
th
at
when
I
feel
positive
and
m
otivated,
it
affects
my
team
.
@
--Brandi
T.,
Custom
er
Service
A
I
take
m
ore
responsibility
for
m
y
ac
tions
and
don
=
t
beat
m
ys
e
lf
up
for
my
m
i
stakes.
@
--Phillip
V.,
Inform
ation
Services
A
At
first
I
felt
threaten
ed
because
I
didn
=
t
want
anyone
or
this
program
to
upset
how
I
was
running
m
y
departm
e
nt.
Now
I
realiz
e
that
I
was
closed
and
afraid
of
change.
I
have
com
e
a
long
way
because
no
w
I
see
how
change
can
improve
thin
gs.
@
--Patti
D.,
Accounting
A
I
want
to
thank
A.J.
for
the
NAMAS
TE
program
and
his
personal
coaching.
He
changed
m
y
life.
I
also
want
to
thank
Robe
rt
for
caring
enough
about
us
to
provide
this
training.
I
f
eel
one
hundred
percent
more
loyalty
toward
the
com
pany.
@
--John
R.,
Sales
Robert
was
touched
and
delighted
by
everyone
=
s
comments
and
felt
the
program
was
a
real
s
u
ccess.
A
I
h
a
ve
achieved
m
y
goal
of
m
a
ki
ng
the
work
place
more
hum
anistic
by
providin
g
this
opportunity
for
personal
and
sp
iritual
g
r
owth.
I
know
that
we
will
h
a
ve
obstacles
along
the
way,
but
we
now
have
the
tools
and
the
bond
to
work
together
as
a
team
,
rather
than
against
each
other.
We
have
the
vehicle
for
better
communication
an
d
rapid
problem
solving.
Thank
you
all
for
participating
in
the
program
.
@
A.J.
said
that
this
program
never
ends.
NAMASTE
becom
e
s
a
way
of
life.
A
We
will
m
a
intain
support
groups,
and
follow
up
sess
ions
and
I
w
ill
b
e
available
for
priv
ate
consultation
.
The
corporate
cu
lture
change
at
P.T
.
starts
with
you.
All
of
you
will
becom
e
gurus
to
others
in
the
change
pro
cess.
I
wish
you
all
m
uch
success
and
m
a
y
you
always
see
your
divine
self
in
others.
@
A.J.
pranam
ed
the
group
and
they
pranam
ed
him
back.
A
vital
s
e
ns
e
of
oneness
filled
th
e
ro
om
as
individuals
spontaneously
hug
ged
one
another.
Once
again,
no
one
wanted
to
leave
the
conference
ro
om
and
separate
them
selves
from
the
closeness
they
w
ere
experiencing.
Finally
after
ten
m
i
nutes
of
chatting
A.J.
and
Robert
left
the
room
and
headed
for
Robert
=
s
offi
ce.
A
Great
job
A
.
J.
W
h
at
=
s
next?
@
Robert
asked.
A
Our
m
a
in
challeng
e
no
w
will
be
to
m
a
intain
the
state
of
awareness
we
ha
ve
achieved.
T
he
follow
up
and
support
system
s
we
have
put
in
to
place
shou
ld
take
care
of
that.
I
will
have
m
eetings
with
all
the
m
anage
rs
to
rev
i
ew
th
e
program
,
discuss
their
r
o
les
as
gurus,
an
d
then
begin
teach
ing
NAMASTE
t
o
all
the
workers
at
the
com
p
any.
How
do
you
feel
about
helpi
ng
with
the
training?
@
A.J.
asked.
A
Do
you
think
I
am
ready?
@
A.J.
said,
A
The
m
ore
i
m
portant
question
is,
do
you
think
you
are
ready
?
@
A
I
think
so,
@
said
Robert.
Over
the
next
six
m
onths,
both
A.J.
and
R
obert
trained
all
the
workers
at
P.T.
Everyone
was
im
pressed
that
the
CEO
of
th
e
company
believed
so
strongly
in
this
program
that
he
becam
e
a
trainer.
Clients
felt
a
change
in
th
e
attitude
and
atm
osphere
at
P.T.
and
wanted
to
spend
more
tim
e
in
that
env
i
ron
m
ent.
A
spiritu
al
en
ergy
enveloped
P.T.
as
visitors
experienced
the
sam
e
feelings
that
Robert
had
when
he
first
visited
Superior
Incense.
Not
only
was
105
106
productivity
up,
business
had
increased
by
twenty
-two
percent.
It
was
as
though
the
shift
in
positive
energy
at
P.T
.
was
attracting
people
and
business.
Word
got
out
to
professional
journals
and
organizations,
which
put
A.J.
and
Robert
in
dem
a
nd
as
spe
a
kers.
The
Nationa
l
Hum
a
n
Resource
Association
asked
them
to
participate
on
a
panel
discussion
about
productivity.
The
Am
erican
Society
of
Training,
Deve
lopm
ent,
and
Professionals
in
Hum
a
n
Resource
Association
asked
them
to
be
key
note
speakers
at
their
annu
al
conference.
Because
of
their
exposu
r
e,
offers
cam
e
in
for
the
NAMASTE
train
i
ng
program
.
A.
J.
and
Robert
only
worked
with
com
p
anies
where
th
e
top
m
a
nagem
e
nt
was
one
hundred
percent
comm
itted
to
the
NAMASTE
program
and
philosophy.
A.J.
and
Robert
form
ed
a
corporation
as
equal
partners,
and
called
it
Nam
a
ste,
Inc.
Busine
ss
f
l
ourished
and
the
new
partne
rs
we
re
to
tally
f
u
lf
illed
and
ab
sorbed
in
th
eir
work.
In
their
spare
tim
e
they
wrote
a
book
about
the
NAMASTE
program.
In
it
they
describ
ed
th
e
positive
r
e
sults
of
brin
ging
spir
itu
a
lity
to
the
w
o
rkplac
e
f
r
om
the
perspective
of
a
tr
ainer
and
a
CEO.
In
the
m
ean
tim
e,
P.T.
installed
th
e
Bio
Mouse,
w
h
ich
showed
positiv
e
re
s
u
lts
in
reducing
stress,
accidents,
repetitive
motion
syndrom
e
,
absenteeism
,
workers
=
com
p
ensation
claim
s,
and
m
e
dical
insurance
utilization.
107
TO
KN
OW
OTHERS
MAKES
YOU
WISE.
TO
KN
OW
YOURSE
LF
MAKES
YOU
ENLIGHTENED.
108
CHAP
TER
SEVENTEE
N
Swamiji
Bec
o
mes
Ill
Both
m
e
n
continued
practicing
m
e
ditati
on
along
with
their
personal
spiritual
practices
wh
ich
kept
them
gr
ounded
during
th
eir
hectic
pace.
One
day
while
driving
hom
e
for
m
Los
Ange
les,
after
a
training
program
,
Robert
asked
A.J.,
A
I
am
f
u
lf
illin
g
m
y
dreams,
but
I
s
t
ill
do
not
f
eel
c
o
m
p
letely
c
ontent.
W
ill
I
ever
f
eel
f
u
lf
illed
or
co
mpete
?
@
A
Doing
thin
gs
will
nev
e
r
totally
fulfill
you,
@
A.J.
replied.
A
Keeping
busy
just
takes
your
m
i
nd
off
your
feelings
of
incom
pleteness.
Everyone
has
an
empty
dark
hole
within
th
em
.
Accepting
it
and
not
allowing
the
n
e
gativ
e
feelings
to
overwhelm
you
and
take
you
over,
is
th
e
goal.
Eventually
,
as
a
resu
lt
of
m
editatin
g
you
will
feel
less
and
less
of
the
pain
of
e
m
ptiness
and
m
ore
of
a
c
onnection
to
your
higher
self.
Many
people
think
that
m
oney
will
bring
th
em
happiness.
Mone
y
n
e
ver
really
m
a
kes
people
happy.
It
just
gives
them
t
he
ability
to
buy
m
ore
and
do
m
ore
things
to
keep
them
busy.
Lot
=
s
of
people
with
m
oney
are
not
happy,
just
distracted.
Look
at
you
Robe
rt.
You
have
m
o
re
m
o
ney
than
you
will
ever
need
and
we
are
disc
ussing
your
feelings
of
incom
pleteness,
@
A.J.
said.
A
So,
what
is
the
answer?
@
asked
Robert.
A
W
hat
do
you
think
the
answer
is?
@
A
To
live
at
an
ashram
?
@
Robert
joked.
A
I
think
finding
contentm
ent
in
being
who
I
am
and
in
whatever
I
am
doing
is
the
answer.
@
A
Now
you
=
re
talk
ing,
@
A.J.
replied.
He
went
on,
A
You
know
Robert,
I
lived
on
the
ashram
for
a
long
tim
e
and
I
had
to
deal
with
stress
and
the
politics
of
the
ashram
.
There
is
no
getting
away
from
it.
The
only
way
to
be
free
of
problem
s
is
to
transcend
them
by
recognizing
that
problem
s
are
potential
opportunitie
s
to
m
a
intain
clarity
under
stress,
and
to
unders
tan
d
the
roo
t
of
our
own
fears,
anxieties,
anger
and
g
u
ilt.
A
W
e
can
learn
from
our
reactions,
because
th
ey
are
deep
ly
ro
oted
in
the
ego
and
bind
us
to
our
suffering.
The
ego
wants
to
find
f
a
ult
with,
and
blam
e
others
for
problem
s
and
not
look
into
it
=
s
ow
n
painful
feelings
and
suf
f
erings.
A
Once
a
wom
an
ca
m
e
to
see
Swam
iji
after
lo
s
i
ng
her
child
to
a
long-term
illn
ess.
She
was
depressed
and
a
sked
Swam
iji
to
take
aw
ay
her
pa
in.
He
said,
>
Your
pain
is
not
for
me
to
take
away,
but
for
you
to
let
go
of
."
A
That
=
s
heav
y
stuff,
@
Robert
replied.
A
Yes,
m
a
ybe
it
is
heavy,
but
it
can
also
be
a
light
to
the
path
of
freedom
and
liberation
from
suffering.
109
A
Our
m
i
nds
can
either
keep
us
im
prisoned
in
its
negative
thought
patterns,
or
can
be
a
light
to
our
inner
wisdom
and
freedom
.
Ever
y
hum
a
n
being
has
this
inner
wisdom,
but
m
o
st
of
t
h
e
tim
e
it
is
veiled
by
w
o
rldly
pr
oblem
s
or
a
variety
of
other
distractions.
A
Robert,
there
are
no
gu
arantees
for
a
problem
-free
life.
But
there
are
m
any
opportunities
for
turning
lem
ons
into
lem
onade.
W
i
se
individuals
find
p
eace
and
happiness
in
both
good
and
bad
tim
es,
while
seeking
to
understand
them
selves.
That
=
s
why
it
=
s
so
important
to
live
in
the
n
o
w.
In
this
space,
we
are
not
confused
by
the
past
or
influenced
by
the
desires
of
the
future.
A
Living
in
the
now
not
only
frees
us
from
our
thoughts,
but
nurtures
our
soul.
I
guess
that
brings
us
right
back
to
where
we
started.
If
you
want
to
feel
perm
anently
f
u
lf
illed,
liv
e
in
the
now
,
@
A.J.
said.
These
conversations
with
Robert
rem
i
nded
hi
m
how
blessed
he
was
to
have
spent
so
m
u
ch
of
his
lif
e
livin
g
and
le
arning
at
the
ash
r
am
.
It
had
been
alm
o
st
three
y
ears
s
i
nce
he
las
t
vis
ite
d.
He
yearn
ed
to
see
Sw
am
iji
and
his
old
f
r
iends
.
Six
days
later,
a
le
tte
r
arrived
from
Chandra,
Swa
m
iji
=
s
s
ec
r
eta
r
y,
ask
i
n
g
him
to
com
e
to
the
ashram
.
Swam
iji
was
ill
and
wanted
to
se
e
him
.
W
ithout
a
second
thought
A.J.
m
a
de
a
reserv
ation
for
Delhi,
packed
his
suitcase,
and
told
Robert
he
was
leaving.
Because
of
the
short
notice,
he
and
Robert
had
to
work
out
m
a
ny
last
m
i
nute
business
details.
The
ne
xt
day
he
was
in
the
air
and
exhausted
from
lack
of
sleep.
It
didn
=
t
take
long
before
he
fell
asleep.
In
his
dream
,
Swam
iji
visited
him
and
said,
The
time
has
come
for
me
to
leave
my
body
and
for
you
to
be
part
of
the
decision
making
process
at
the
ashram.
You
have
been
more
than
a
student
to
me
and
I
am
proud
of
you.
You
are
a
dedicate
d
and
compassionate
human
being
bringing
spirituality
to
business.
Your
programs
will
chan
ge
the
lives
and
cultur
e
of
millions
o
f
people.
I
ha
ve
fin
ished
my
work
in
this
body
and
will
now
begin
a
new
jo
urney.
You
will
always
be
in
my
heart,
Swami
Shanthiananda.
Know
that
you
have
given
me
the
fondest
memories.
The
time
will
come
soon
for
y
ou
to
m
ake
a
decision
about
how
to
proceed
with
your
life.
A.J.
abruptly
awoke
with
tears
runni
ng
down
his
checks
wondering
if
this
was
really
a
dream,
it
seem
ed
so
real.
110
SURR
ENDER
TO
T
H
E
DIVINE
AND
ALLOW
THE
LIGHT
TO
COME
IN
111
THE
ANSWERS
APPEAR
IN
THE
SPACE
BETWEEN
THOUGHTS
CHAPTER
EIGHTEEN
A.J.
Makes
the
Right
Ch
oice
After
m
a
ny
hours
on
the
airplane,
going
thr
ough
custom
s,
and
the
long
cab
ride
to
the
ashram
,
A.J.
finally
arriv
e
d
home.
He
found
out
from
Ganji
that
Sw
am
iji
had
passed
on,
the
day
before,
and
that
preparations
for
the
funeral
ceremony
were
in
progress.
A.J.
took
tim
e
to
be
alone
to
mourn
the
transiti
on
of
his
beloved
guru.
He
soon
dozed
off
from
the
exhausting
trip
and
the
sad
news
he
had
received.
He
had
another
dream
.
In
it,
Swam
iji
told
him
not
to
f
eel
sad.
I
had
a
wonderful,
long,
and
blessed
life,
and
was
fortunate
enough
to
be
of
service
to
the
many
students
who
learned
at
the
ashram.
Always
remember
that
you
are
Swami
Shant
hiananda
and
to
trust
in
your
inner
truth,
which
will
g
u
ide
you
th
r
ough
my
transition
an
d
the
upcoming
decis
i
ons
you
will
soo
n
be
making.
Upon
awakening,
he
thought
about
the
m
eaning
of
Swa
m
iji
=
s
m
e
ssage
and
about
the
decision
s
he
was
going
to
m
a
ke.
W
h
at
did
Swa
m
iji
m
ea
n
about
rem
em
b
ering
that
I
am
Swa
m
i
Shanthiananda?
Did
he
mean
I
shoul
d
stay
at
the
ashram
and
take
over
as
the
ashram
guru?
A.J.
decided
to
put
his
th
inking
aside
to
concentrate
on
the
f
uneral
preparations
and
cerem
ony.
Swam
iji
=
s
philosophy
taught
that
we
are
spirit
ual
beings
tem
p
orarily
encapsulated
in
a
physical
body.
W
he
n
our
work
within
that
body
is
com
p
leted,
th
e
soul
continues
to
evolve.
So,
in
essence,
we
never
really
die,
we
tr
ansf
orm
.
All
the
resid
en
t
s
of
the
ash
r
am
intellectually
accepted
this
philo
sop
hy,
but
were
still
sadd
en
ed
that
they
will
no
long
er
physically
sit
at
the
feet
of
their
belo
ved
teach
er.
After
ten
days
of
rituals
and
m
ourning,
th
e
Board
of
Directors
of
the
ashram
m
e
t
to
discuss
Swa
m
iji
=
s
successor.
Prior
to
his
passing,
he
had
written
a
letter.
Ganji
read
it
to
the
Board
.
Instead
of
nam
i
ng
a
successor,
Sw
am
iji
listed
f
our
disc
iple
s
f
o
r
the
Boar
d
to
choose
from
.
Of
course,
the
individual
ha
d
to
first
consent
to
this
honor
and
huge
responsibility.
A.J.
was
on
the
list,
and
th
e
favorite
of
m
ost
of
the
Board
m
e
mbers.
Ganji
said
th
e
Board
will
m
eet
again
in
two
days
at
which
time
the
four
candidates
would
state
their
wi
lling
n
ess
to
as
su
m
e
the
position.
A.J.
spent
the
next
two
days
in
secl
usion
m
e
ditating
and
contemplating
his
answer.
He
thought
abo
ut
two
com
p
letely
diffe
rent
worlds:
the
peac
eful
life
of
teaching
and
m
e
ditating
at
the
ashram
,
and
running
a
com
p
any
while
teaching
and
traveling
all
over
the
United
Sta
t
es.
He
had
expe
rienc
e
d
both
position
s
an
d
f
e
lt
a
stron
g
er
pull
tow
a
rd
staying
at
th
e
ashram
.
He
f
elt
th
is
was
his
des
tin
y
.
What
will
happen
to
the
NAMASTE
program
if
I
stay
at
the
ashram?
He
thought.
Could
I
do
both?
Could
Robert
run
things
without
me?
Are
the
oth
e
r
candida
tes
qualif
ied?
What
would
Swamiji
want
me
to
do?
W
ith
m
a
ny
questions
and
no
answ
ers
yet,
A.J.
continued
to
m
e
ditate,
to
clear
his
m
i
nd,
and
sear
ch
d
eep
in
his
so
ul
f
o
r
the
in
ner
tru
t
h
Swam
iji
had
described
in
his
dream
.
Finally,
A.J.
connected
with
an
in
tuitive
feel
ing
deep
inside
him
sel
f,
whi
c
h
was
free
of
worldly
desires
and
other
trappings
of
the
ego.
During
this
tim
e,
he
felt
his
true
destiny
was
to
return
to
San
Diego
to
cont
inue
his
work
with
Nam
a
ste,
Inc.
112
113
He
walked
from
his
room
to
the
m
e
eting
p
l
ace
where
the
B
o
ard
m
e
m
b
ers
were
gathering.
He
was
disappointed
with
the
deci
sio
n
he
was
about
to
annou
nce
because
of
his
strong
desire
to
rem
a
in
at
the
ashram
.
Yet,
he
reported
hi
s
answer
and
offered
to
help
choose
the
new
ashram
guru.
That
night
in
his
sleep,
Swa
m
iji
once
agai
n
app
e
ared
to
A.J.
Both
m
e
n
looked
deep
into
each
other
=
s
eyes
just
as
they
used
to.
A.J.
m
erged
into
the
de
ep
est
spiritual
experience
of
his
life.
First,
he
felt
as
t
hough
he
had
shrunk
down
to
the
size
of
a
speck
of
sand
and
then
imm
e
diately
he
expanded
be
yond
the
room
he
was
sleeping
in.
He
felt
he
was
a
part
of
everyth
i
ng.
Afterwards
Sw
am
iji
told
him
that
he
had
m
ade
the
co
rrect
decis
i
on
and
will
always
be
connected
to
his
favo
rite
studen
t
.
JUST
THE
BEGINNING
114
PRONUNCIATION
GUIDE
Ajathan
(ah-JAH-than)
Bhagavad-Gita
(bah-gah
-vad-GEE-tah)
Ganji
(GAHN-gee)
Kripa
(KRIP-ah)
Manu
(m
ah-NEW
)
Moorti
(MO
R
E-tee)
Mr.
Rajesh
Patel
(ra-JESH,
pah-TELL)
Pradeep
(p
ra
h-DEEP)
Pranam
e
(pra-NAM)
Ra
m
a
nanda
(rah-m
a
h-NAN-dah)
Sateesh
(sah-TEESH)
Shakti
(SH
OK-tee)
Shanthiananda
(shan-tee-ah-NAN-dah)
Shya
m
a
(SHAH-
m
a
)
Sridhar
(SHREED-har)
Swam
iji
(swa-m
ee-GEE)
Um
esh
(OOH-
m
esh)
115
APPENDIX
116
SPIRITUAL
CHEC
K
LI
ST
Do
I
calm
my
m
i
nd
daily?
Do
I
strongly
believe
in,
and
connect
with
a
higher
power?
Do
I
practice
being
in
the
m
o
ment?
Do
I
pray?
Do
I
extend
com
passion,
kindness,
and
em
pathy
to
others?
Do
I
m
a
ke
tim
e
to
be
in
nature?
Do
I
look
for
the
good
qualities
in
others?
Am
I
of
service
to
others?
Do
I
trust
and
believe
good
things
will
happen
to
m
e
and
others?
Am
I
hum
b
l
e
and
thankf
ul?
Do
I
avoid
negative
thinking?
Do
I
love
myself?
Do
I
look
inside
m
yself
for
the
answers
I
seek?
Do
I
feel
a
oneness
and
connection
w
ith
others?
Do
I
follow
my
joy,
and
do
the
things
that
m
a
ke
m
e
happy?
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
117
TEN
STEPS
TO
IMPROVE
W
O
RKING
RELATIONSHIPS
Relationships
offer
CO-
W
ORKERS
the
extraordinary
opportunity
to
grow
together,
and
support
each
other
to
become
m
ore
compassionate
and
caring
hum
a
n
beings.
They
becom
e
powerful
tools
wh
en
you
honestly
take
responsibility
for
the
relationships
you
have
created,
and
jointly
increase
your
desire
to
cooperate
with
each
other
to
im
prove
upon
it.
You
have
a
choice
to
make
your
future
different
than
your
past.
1.
Release
all
judgm
ents
and
cri
ticism
s
while
deve
loping
compassion.
2.
Look
for
the
spiritual
place
in
your
co-workers
where
you
and
he
or
she
are
one.
3.
Take
responsibility
for
relationships.
4.
Be
proactive,
not
reactive.
5.
Be
a
friend,
share,
listen,
and
communicate.
6.Accept
yo
ur
co-workers
=
weakness
and
stop
wishing
they
w
e
re
different.
7.
Forgive
immediately,
release
your
anger,
surrender,
and
let
go.
8.
Be
willin
g
to
get
off
your
positio
n;
com
p
romise
and
coop
erate.
(Be
light,
not
right.)
9.
Be
aware
of
and
attend
to
your
co-workers
=
needs.
10.
See
all
problem
s
as
challenges,
and
as
potential
opportunities
for
growth.
118
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
HOW
TO
C
HANGE
A
BELIEF
Recognize
and
acknowledge
that
your
current
belief
does
not
serve
you.
W
r
ite
down,
affir
m
,
and
repeat
your
new
belief.
Increase
your
desire
to
change
by
adding
em
otion.
Visualize
th
e
positive
ou
tc
om
e
of
your
new
belief.
Expect
success.
Be
patient.
Be
grateful
for
your
new
belief.
Observe
the
old
belief
when
it
com
e
s
up,
and
don
=
t
give
it
energy.
Act
as
though
you
have
already
succe
eded
in
achieving
your
new
belief.
Never
give
up,
trust
that
your
old
belief
will
chan
ge.
119
TEN
WAYS
TO
MASTE
R
STRE
SS
Take
at
least
twenty
deep
breath
e
s
each
day
to
release
tension.
Relax,
or
meditate
daily
to
calm
your
m
i
nd.
Be
proactive,
not
reactive
to
stress-inducing
situations.
Practice
being
in
the
m
o
m
e
nt,
and
becom
i
ng
the
observer.
Receive,
an
d
give
love,
express
you
r
fee
lings,
an
d
trust
you
r
intuitive
n
ature.
Be
willing
to
f
o
rgive,
an
d
rele
ase
an
ger
quick
ly.
Lighten
up,
let
go,
laugh,
and
have
fun.
Learn
to
ride
the
wave
of
change.
Recognize
what
causes
you
stress,
and
develop
coping
strategies.
Follow
your
joy,
and
do
things
that
m
a
ke
you
ha
ppy.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
120
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
FROM
ST
RESS
TO
SUCCESS
Acknowledge
that
you
are
stressed.
Make
the
conscious
decision
to
s
t
op
the
stress
cy
cle.
Re
m
e
m
ber
that
you
are
in
control.
Be
one
hundred
percent
comm
itted
to
being
successful.
Take
a
deep
breath,
releas
ing
physical
and
m
e
ntal
tension
as
you
exhale.
When
appropriate,
leave
the
stressful
situation.
Break
the
s
t
ress
cycle
by
focusing
your
m
i
nd
on
a
positiv
e
tho
ugh,
playing
relaxing
m
u
sic,
listening
to
a
m
otivational
tape,
or
by
sm
iling.
Take
a
break,
close
your
eyes,
allow
your
em
otions
to
rise,
and
release
them
from
your
mind.
Don
=
t
accept
o
r
reject
your
thou
ghts.
Don
=
t
blam
e,
pity,
punish
yourself,
or
any
one
else.
Think
about
the
positive
growth
or
oppor
tunities
resulting
fr
om
this
situation
121
LIFE-STYLE
ASSESSME
N
T
SURVE
Y
Rate
yourself
on
a
scale
of
1-4
(1)
ALW
A
YS
(2)
OFTEN
(3)
OCCAS
I
ONALL
Y
(4)
NEVER
I
spend
tim
e
alone.
I
express
m
y
true
feel
ings
and
can
be
m
yself.
I
am
relaxed
while
waiting
in
lines,
in
traffic,
or
for
som
e
one.
I
spend
quality
tim
e
with
friends,
or
fam
ily.
I
am
satisfied
with
m
y
physical
appearance.
I
lik
e
m
y
job.
I
f
eel
in
con
t
rol
of
m
y
life.
I
feel
problem
s
can
be
potential
opportunities.
I
am
free
of
worries,
and
anxieties.
I
am
free
of
tim
e
pressures.
I
feel
love,
and
support
from
fa
m
ily
and
friends.
I
expect
good
things
to
happen
to
m
e
.
I
know
when
to
say
no.
I
find
tim
e
to
be
of
service
to
others.
I
am
free
of
work-related
thoughts
w
hen
not
working.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
122
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
I
accep
t
life
=
s
changes
easily.
I
eat
foods,
which
are
good
for
m
e
.
I
exercise
regularly.
I
laugh
and
have
fun.
I
feel
rested
upon
awakening.
I
com
plete
tasks,
and
follow
through
on
comm
it
ments
and
agreem
ents.
I
am
free
of
health
related
worries.
I
accep
t
others
exactly
th
e
way
they
are.
Others
view
m
e
as
easy
going.
I
feel
good
being
alive.
I
f
i
nd
tim
e
to
apprec
iate
nature.
I
estab
l
ish
p
r
ior
i
ties
f
o
r
my
tim
e.
I
find
tim
e
for
hobbies.
I
express
m
y
creativity,
and
utilize
m
y
potential.
My
lif
e
is
in
balance.
SCORING:
30-40
41-65
66-80
81-105
You
are
the
m
aster
of
your
life
Good
balance
Slow
down
Seek
professional
help
123
ABOUT
THE
AUT
HOR
Jeff
Gero,
Ph.D.
is
a
nationally
know
n
lecturer
,
pioneering
stress
m
a
nagem
e
nt
specialist,
trainer,
author,
workshop
leader
consulta
nt,
executive
coach,
a
nd
the
founder
of
the
Success
Over
Stress
system
.
For
the
past
thirty
years,
Dr.
Gero
has
cons
ulted
with
m
a
ny
organizations
dealing
with
a
variety
of
challenges.
He
a
ssisted
the
Los
Angeles
Tim
e
s
with
the
stre
ss
surrounding
the
1984
Olym
pics,
Allied
S
i
gnal
with
the
st
ress
surrounding
a
plant
closing,
helped
param
e
dics
in
the
California
State
Firefighters
=
Association
with
job
stress,
and
he
delivered
the
first
stress
m
a
nage
m
e
nt
pr
ogram
for
the
California
Departm
e
nt
of
Corrections
at
San
Quentin
Prison.
Other
c
lients
of
Dr.
Gero
include
Amgen,
General
Motors,
Sheraton
Hotels,
Hawaiian
Telephone,
J.
P.L.,
Burger
King,
Blue
Shield,
and
the
Office
of
Hum
a
n
Resour
ces,
City
of
Honolulu.
In
addition
to
working
with
organizations,
Dr
.
Gero
coaches
athletes
and
individuals
to
enhance
their
perform
a
nce.
He
incorporates
m
e
ntal
fitness
tec
hniques
in
all
of
his
program
s
and
sem
i
nars.
Prior
to
ente
ring
th
e
con
sulti
ng
field,
Dr.
Gero
was
a
very
successful
Madison
Avenue
real
estate
executiv
e.
He
has
since
b
een
on
staf
f
at
the
Univ
e
r
sity
of
Hawaii,
Antioch
University,
Southern
States
Universit
y,
The
Institute
of
Business
Managem
e
nt
Entrepreneurship,
The
U
nion
Graduate
School,
and
the
Hughes
Institute
for
Professional
Developm
ent.
He
is
th
e
f
o
rm
er
direc
t
or
of
the
He
alth
Awaren
ess
Ins
titu
te
and
the
Stre
ss
Managem
e
nt
Institute
of
California.
He
is
a
past
board
m
e
m
b
er
of
the
Los
Angeles
chapter
of
Am
erican
Society
of
Training
and
Developm
ent.
Dr.
Gero
co-wrote
and
co-produced
a
rela
xation
and
stress
manage
m
e
nt
video
hosted
by
Dennis
W
e
a
ver,
he
has
produced
several
stress
managem
e
nt
and
peak-perform
ance
audiotapes,
and
has
authored
a
m
a
nual
for
i
ndividuals
to
im
plem
ent
his
Success
Over
Stress
p
r
ogram
s,
has
co-written
several
screen
plays.
In
1998
Jeff
was
granted
a
United
States
p
aten
t
for
a
com
p
uter
b
i
ofeedback
m
ouse
that
help
s
red
u
ce
stress
w
h
ile
enh
ancing
productivity.
He
m
a
kes
tim
e
to
m
e
ditate,
and
exercise
al
m
ost
every
day,
and
he
enjoys
playing
golf,
hiking,
and
having
a
good
laugh!
124
BUSINESS/SPIRITUAL
/SELF-HEL
P
UNLOCK
T
H
E
SECRE
TS
TO
SUCCE
SS
Between
the
covers
of
th
is
book
you
will
fi
nd
secrets
in
the
N
A
MASTE
Program
that
every
em
ployee
should
explore,
and
every
com
pany
should
employ.
NAMASTE
will
he
lp
yo
u
to
uncover
secre
t
s
th
at
will:
��
Help
open
your
heart
��
Help
to
motivate
you
and
to
stay
motivated
��
Teach
you
how
to
reduce
stress
��
Teach
you
to
stay
focused
at
work
��
Lead
you
to
be
respected
by
others
What
People
Are
Saying
About
A
Secrets
to
Success
at
Work:
@
Dr.
Gero
provides
us
with
a
fictional
story
th
at
inspires
us
to
bring
spirituality
into
the
workplace.
After
reading
his
book,
I
find
myself
using
the
example
of
his
character,
A.J.,
as
an
ex
ample
of
what
is
possible
in
the
workplac
e.--D.S.
Melnick,
MD,
MPH
A
With
Secrets
to
Success
at
Work,
Dr.
Ger
has
provided
a
compelling
and
illustrative
take
of
how
basic
spirit
ual
valu
es
can
revitalize
the
workplace.
For
too
long,
people
have
been
asked
to
leave
behi
nd
a
vital
aspect
of
themselves
when
they
come
to
work:
their
spiritual
connection
to
their
S
ource
and
to
each
other.
In
doing
so,
they
leave
out
one
of
the
most
potent
components
of
full
engagement,
and
both
they
and
their
organizations
lose
the
benefit
of
having
that
whole
person
=
s
ability
and
commitment.
Programs
like
NAM
ASTE
ens
ure
that
organizations
can
get
the
most
out
of
the
people
who
work
for
them
and
that
those
people
get
the
most
out
of
their
lives.
@
--David
Litman,
Training/Quality
of
Work
Life
Manager,
I.T.S.
Corporation